Jonas Meyer update 2026-09-06 264baafb

Yesterday I spent two hours with a client who restores classic sports cars in a small workshop south of Hamburg. He doesn't sell to collectors. He sells to people who want to feel something when they open the garage door. And that distinction is the whole job. We talked about how he positions his work. Not as restoration, but as a return to a specific kind of driving emotion. His buyers aren't buying a car. They're buying a version of themselves that existed before spreadsheets and conference calls. The engine note, the weight of the steering, the smell of leather and oil — that's the real product. It struck me how similar this is to what I do with portfolio communication and service positioning. Too many businesses describe what they do. The ones that win describe how the client feels after the work is done. For a wealth manager, that might be the calm of knowing the portfolio is aligned with a life plan. For a law firm, it might be the relief of a contract that leaves no ambiguity. For an automotive specialist, it's the pride of ownership that comes from a car that performs exactly as intended. The buyer's psychology is the starting point Every premium purchase has an emotional core. With cars, it's often about identity and mastery. A collector doesn't just want a fast car. They want proof of their own taste, their own judgment, their own ability to recognize what others miss. That's why the same car can feel different to two owners. One sees an investment. The other sees a reflection. In my work, I start with the same question: what does the client actually want to feel when they review their portfolio or read our quarterly update? If the answer is 'reassured,' then the communication must be clear, calm, and consistent. If the answer is 'in control,' then the data needs to be front and center. If the answer is 'proud,' then we highlight the decisions that led to outperformance — not just the numbers, but the reasoning. Performance is a story, not a spreadsheet A car's performance is measured in seconds and horsepower. But the story of that performance is what creates desire. The same is true in finance. A portfolio's return is a number. The narrative around that return — why we made certain calls, how we managed risk, what we learned from a volatile quarter — is what builds trust. When I help businesses refine their service positioning, I often ask them to write down the three emotions they want a client to feel after every interaction. Then we reverse-engineer the communication to deliver those emotions. It sounds simple, but most firms skip this step. They lead with features, not feelings. What this means for your next client conversation Whether you're selling a restored 911 or a private banking relationship, the same rule applies: know the emotional job your product does. Ask yourself what your client is really buying. If you can answer that with clarity, your positioning will almost write itself. For my own practice, this means every portfolio update I write is a small exercise in empathy. I imagine the reader at their desk, maybe after a long day, looking for a signal that their financial life is on track. I give them that signal early, then support it with detail. No burying the lede. No jargon for the sake of jargon. I don't claim to be a car expert. But I understand the psychology of ownership and the discipline of performance. That's what connects my work to the workshop south of Hamburg. Both of us are in the business of making people feel something — and then backing it up with craft. If you're in a service business and you've been struggling to articulate why clients choose you, start with the emotion. The rest will follow.