Danny Yeung - How He Hit $100M in Under a Year (And Why You Won't)

21:24Danny Yeung:And so that's where we came up with Daily Ultimate Essentials, which again, the USP for us is that one drink, you mix it with powder and water, it takes care of 16 different supplements and it tastes as good. And then that was also key from Davis perspective. that say, hey, I don't care how great the formulation is, but it also needs to taste good. Number one, by default, it needs to be great from a scientific perspective, but it also needs to taste good. And the brand also has to be there, right? So we actually speak to his team on a weekly basis from, yeah, so they're highly involved in the whole process, right?

21:56So many people don't realize that, but on a weekly basis, we have weekly calls with their team going over our progress, development, what's to come, et cetera. So he adds a lot of value. And even for our new product development, he has the final say in terms of taste profile. So it's great in terms of taste profile, because everyone always said our product tastes amazing. For someone out there that knows him just as a soccer player, what do you think is his superpower? What's David Beckham's superpower in business? Yeah.

22:30Danny Yeung:I think he has a long-term view, right? And again, he's willing to take risks as well. because to be fair, when we met in the summer of 23, our market cap was like 50 million bucks, right? Which is not great, right? Guys, we're going to get into it. It was as high as a billion dollars down to 50. Now we're almost at 300. Congrats. Right, right. So we're at a billion dollars. When we met, it was a 50 million. So, and what's going down at that time, right? And then now we're like 350 million market cap, right? And the reason, I think he's willing to take risks and make the right bets from a business perspective.

23:04Have you seen that even with LA Galaxy, right? When you came to LA Galaxy, everyone's thinking, why did he do that?

23:10Danny Yeung:Big multiple he got on that one. He looks like a genius on that one. Exactly, right? And he got a deal to get a Miami team for$25 million, right? But that was a long-term view. That was like a seven to 10-year view. And then that$25 million is huge, right? And now what? InterMiami is easily worth$1.5, maybe$2 billion, right? So he had the long-term view because I think he really bets on, of course, the market and the TAM, et cetera, and also people. And I think he's also, when I talk to him, he's always trying to provide value for his partners. And that's what is really great about him is that he wants to do the best of us for the business and from a brand.

23:50And also at the end of the day, every brand that he works with, he truly believes in it. Yeah, and I think what you've done an absolute great job of, and we're going to get into more of the partners, is the positioning. The people that you're picking are two things when I think of them. They're all premium and they're all international. I think that with Beckham and then next up is Sabalanko, number one tennis player in the world. She hits the whole entire world. How'd she come into the picture? How'd you get her?

24:15Danny Yeung:Yeah, I mean, again, it's very organic. I'm so blessed and grateful for that, right? And then so how Arena came on board was last year, Last January, actually, Jason Stacey, Arena's performance and nutrition coach, he was not happy. And they were actually not happy about Arena's supplement regime. She wasn't feeling it. And then JC started taking it in January because he's always on the outlook for new stuff or new brands. And he's talking for about a month. He felt notably better. And then he suggested to Arena to take it. And then she was on it for three months. And then I'm sure, you know, at that level wise, they're measuring on a daily basis the changes in terms of the mood, energy, recovery for Arena.

24:57And then in May, Arena's team reached out to myself. And I said, hey, Arena's been taking the product for three months. Can we partner together? So it was like a very happy day, huh? I mean, I guess it all just comes down to products at this point. The great product gets them all in. Yeah, correct.

25:12Danny Yeung:The great product gets them all in. And that's, at the end of the day, we're just so thankful for that because at the end of the day, if the product works, people will come in. And even for like Arena, I mean, athletes are amazing because they have so many options. Everyone's trying to push them to a product, right? And of course, they choose and they're using the product on a daily basis. Even Arena, she's using it daily. Her team of coaches are using it daily. So if you watch Arena, every time she makes a great shot, you know, that team of coaches all wear IMA caps. Yeah. I love that. I think a huge issue a lot of people make with these partnerships is they look at it more as like one-off deals and influencers versus deep integration.

25:48and then actually authenticity where they're power users of the product. It seems as though everybody here is a power user of the product.

25:54Danny Yeung:Yes, 100%. And how we structure the deals is also, we don't want to do anything short-term, right? So these are minimum three-year deals. Wow. Right? So even with Arena and everyone else, these are minimum three-year deals because if it's not, it becomes too short-term and both sides doesn't benefit from it, right? And so that means for whoever that we're dealing with, for three, it's a long-term, right? It's not just a one-year thing, right? So I think this is also very important to structure these things because it benefits both sides, that we're both committed. And even for us, there's a significant portion of any of these deals in equity, which is important because that's because you give them equity.

26:34Danny Yeung:To be fair, so many people want to give them equity. They're very selective, more so on the equity piece, because it's not transactional. They believe in a product. They believe in a brand. to believe in your vision for the long term. And so that's why it works. Another great thing that you have done is not only equity, but some of these people are also investors. And guys, on the way in here, Danny just hits me with an absolute bombshell of some of these massive names that he just signed partnerships with. I want to talk about a couple of those now to everybody in the audience. I guess let's first start with this F1 partnership.

27:09Who'd you partner with and why? Yeah, so we partnered with Ollie Bearman. He's one of the youngest drivers in F1. He just has rookie season last year, but everyone's talking about Ali. He's just an amazing young kid, 20 years old. And he has top of his game right now. So huge potential. Yeah, so very excited to be a partner with him, right? He's just young, always smiling, always laughing. And there's great potential ahead of him. That's also a great sport with a growing TAM. And also, like I said before, it's premium. It's premium and it's international. Yeah.

27:40Danny Yeung:Let's just keep reeling them off one by one. Yeah, I mean, it's been amazing like last three, four weeks, right? So yeah, we're also very fortunate that we just partnered with Giannis. Yeah, again, NBA superstar, literally top one, top two player in the league, right? So very excited about that partnership. Again, these are individuals that actively use the product. So that becomes a much easier conversation when they love the product, right? And then it just becomes then a deal like, how do we make this work for both sides? Yeah, we're also going to put some prayers in. I'm going to pray to the gods for you that he gets traded to New York.

28:13Because if he goes to New York, then the TAM widens even more. You get even bigger. Yeah, exactly. Right. So I think there's a lot of talk on that. Yeah. So I think we're just happy to be able to partner world-class athletes. If you had to distill down to one thing, what do you think is the one key thing that you do to close these partnerships? I think at the end of the day, it's authenticity, right? So I meet with them on a one-on-one basis. And I share the journey, the story. I don't just hand this off to other people, right?

28:42Danny Yeung:So because it's quite delicate when you're dealing with people of this magnitude. And we meet, we talk, we share the vision, the story. And at the end of the day, it has to work for both sides. So yeah, the deal, the structure, and everyone sees upside. And again, building something for the long term, right? So I think that's a key thing. Yeah, and with that being said, that's where like equity comes into play. Like if you're just compensating them with dollars and it's short term, they're not going to do that. But it's going to be all direct response, hard ads. And I think now more than ever, I mean, people just see right through that.

29:13I completely agree. I would say the linchpin of all of this, of all these partnerships, I truly do believe is content. When I went to the website, the stuff with David was very, very impressive. You had an ad with Sabalenka, a piece of content with Sabalenka that got over 200 million views and it was created with AI. Walk me through that process. How did that happen? What'd you do? Tell us everything. So my thought process, and just give me my thought process

29:38Danny Yeung:in terms of speed, right, as well, right? So I think it was last year, I think it was like maybe August, right? August time frame, because we ran that ad in September. I was on Instagram. I saw this amazing AI ad, right? I was like, wow, this is a crazy AI ad. And then it's just basically, it's like who made this ad? And there's a message, you know, agency, right? And then he got back, we got on a call. We're like, hey, can we do an AI video, et cetera? Yeah, because I think what I seen was like really amazing. and then we did it, right? And then so basically the AI video cost us 25 grand and then we put it out basically in like three to four weeks and you saw the ad.

30:13Danny Yeung:I mean, we were so surprised at the velocity of how fast it took off. You would never expect that we'll get 200 million views, right? Maybe we didn't get like two, three million views and again, it was more of like a test. Yeah, but I think when we pushed it out, Arena shared it as well, is that I think the algorithms that saw that and saw that, wow, this is a really great ad because we had, it looked very realistic but from day one we also mentioned in our video this was driven by AI so very transparent in that whole process and then the first day got like 20 million views I think that's the key is that you were transparent with what you did and it created a lot of Twitter chatter in the comments and I think it gave people like agency that this is okay to do you were very early with that one yeah correct we launched it like September of last year right?

30:56Danny Yeung:yeah yeah and then again that was right before the US opened as well so the timing also had a lot to do with it I think yeah because of course we don't want the US open And then we played in Times Square on the big digital billboard. So it got a lot of traction during the right time. We're going to pop that up for everybody to watch and listen to that ad. Yeah, it's about 50 seconds, but it's like, I think it was one of the most viewed social ads of all of 2025. It's sleek. I love it. I want to do a quick shout out to my friend, Zach, that owns an app that I am a power user of. It's called Outer Signal.

31:26In short, every time a celebrity influencer or founder buys from my store, I get a Slack message with all their details. You can flag any specific group and turn that order into a partnership, a brand moment, a gifting opportunity, even a podcast guest, anything you want. They have a ton of tools on how you can use that data. Check them out below, link in the description, and thank me later. Enjoy the episode. What about AI in general? Walk me through how you use that. Strategy, operations, customer service. I know you're ahead of the curve, so give us some free game on that.

31:56Danny Yeung:Yeah, I mean, I would say very early in terms of the adoption of AI. just from a usage perspective, even for myself, right? I use it like literally two to three hours on a daily basis. Yeah, for everything I use it on, right? Like literally. So yeah, even when ChatGPD first came out a few years ago, very early on, I think key thing for me, to be fair, my team knows that, basically I tell the team literally, everyone moving forward has to be AI native. Otherwise it's going to be very, very difficult for me to justify their existence, basically, right? You said it, right? So I think it's very important as a founder to continue to be updated in terms of all these new innovations because the reality is one week, two weeks, three weeks ago, it could be irrelevant today, right?

32:46Danny Yeung:But I think with the advancement of technology, all these other competitors, those brands are going to be using it. And if we're not yet up to date with these technologies, we'll be left behind, right? The same goes for our employees, right? everyone has to basically make the use of because I feel like, to be fair, I've never felt like a smart guy because I was never good in school, right? I dropped out of high school, got kicked out of three high schools. So I would say very street smart, but now with AI tools, I mean, I literally feel very, very smart, you know? It's so funny. Now you're getting, the people with the EQ now are getting double the benefit because IQ is going to become, everyone is going to be able to have the IQ because they can just leverage the LLs.

33:26Yeah, exactly.

33:26Danny Yeung:It becomes a commodity, right? The knowledge piece becomes a commodity because there's no way anyone can be smarter than AI. Because AI is taking knowledge from around the world where individuals, they're limited by their own knowledge and what they can research. And so that's going to be a commodity. So the key thing moving forward, I'm always telling the team is, hey, creativity. How do you feed that AI engine is going to be so critical. And it's always going to come down to creativity. Yeah, the engineering part of it. So you briefly touched on, you had your whole team making sure they're spending any and all their excess time on AI.

34:02I want to dive a bit more into like your leadership style. So tell us a little bit more about your leadership style and like the operating rhythm of how you run your company. So I'd love to hear that. Yeah, so my operating rhythm, again, is really focused on results, right? And speed for any company is this huge, huge advantage. Yeah, and then so, I mean, from my whole entrepreneurial career, right? That's been the case, right? So this is now my, I would say my fourth, fifth company started from scratch. And then if you look at my past two experiences, even again, just background wise, I moved from US to Hong Kong 2010 and launched an e-commerce company called You Buy, I Buy.

34:38And that was then acquired by Groupon when Groupon went international. And so that was all about speed, right? Because at that time was really a land grab.

34:45Danny Yeung:So we went from like zero to, at that time, even before Groupon acquired us, we went from zero to monthly 1 million US monthly revenue in like four to five months, right? And then so when they acquired us, we're already the market leader and we only had like eight people working at that time, right? For us. So that was the speed and go to market. Let's dive deeper into that. Let's get very, very granular. When did you have the idea? When did you start it? And when did you get to a million dollars? So I mean, that was very interesting because I remember specifically, right? Because it was such a pivotal moment in my career.

35:17Danny Yeung:I remember in 2010, a friend sent me a link about Groupon and then I read the Groupon I was like, wow, this is crazy like they're going like crazy, right? They just raised$950 million and at that 2010 it was a lot of I mean, still a lot of money but at that time It's still a lot of money But everything's relative, right? But in 2010 they were one of the very early ones, right? This was even before Uber Airbnb was just getting started Before the big tech platforms Exactly So$950 now is like$10 billion Exactly, right? And I was like, wow, amazing business idea. They were growing. They were already the fastest company to hit a billion dollars in revenue, blah, blah, blah, etc.

35:55Danny Yeung:And I was like, wow, crazy. I really liked the idea and always had a passion for technology. And then I was like, hey, I love this idea, but I can't build that same platform and compete with them in the US because they're already so big. So I was thinking, where do I go? I was like, hey, I've moved to Hong Kong. So within one month, I packed my bags, basically moved to Hong Kong. I had no e-commerce background, no network in Hong Kong. moved to Hong Kong March 2nd on June 28th. I had a website up and running and it was called You Buy Buy and we were selling in Hong Kong and Taiwan. And the first day, again, it was crazy because I remember very vividly, we sold 400 vouchers on the first day.

36:34Danny Yeung:By the fourth, fifth month, we were doing one million monthly in revenue, USD revenue. And on the sixth month, Groupon came calling and they acquired 51 % of the company. And then basically they acquired the rest in 2013. And at that time, we went from zero to, when I left, we had about like 200 million in revenue, but we were the largest e-commerce company in the region at the time, which was very early in Asia. Right? So again, that speed was a big portion of that. Tell me more about that. I mean, first off, just within a month, you're moving to Hong Kong with no network. Yeah. How do you get all of those vouchers?

37:10How do you get to a million dollars? Tell us on the ground. Let's get tactical here because you have no e-com background. Yeah, correct. What happened? You have to get the brands on the platform to sell. Like, what happened?

37:22Danny Yeung:Yeah, correct. You asked these questions because I can be very specific. Yeah, it can be very specific. Yeah, so I went to Hong Kong, had no background, but I knew I wanted to do e-commerce. And of course, then I hired an agency for the website. We're involved with that part. But then, of course, then the key thing is actually getting the brands on board. Right? Because if you don't have any good brands on board, no one's going to buy from you. Correct? And then when I went to the big brands, they all said no to me. Right? Of course, they're like, hey, why would I work to you? I went to Starbucks and then you had to, I had to do this, right?

37:51Danny Yeung:Because I only had like four or five people in the company, right? So I had to go to Starbucks, you go to like some of the Asian brands and they're like, yeah, we don't need this, right? And so what we did early on was then, okay, if Starbucks won't work with us, okay, we will still buy the Starbucks vouchers, right? We will still buy the Starbucks at full value. And then we resell that 50 % off, right? As a customer acquisition tool. Wow. So you're saying they said no. You said, fuck off. I'm going to buy it. I didn't say fuck off. You said, no, I'm going to buy it. And then sell it for 50 % off as a way to just get new customers and you're going to win on the LTV.

38:29So it was just, you just use a loss leader on the CAC and then you just win on the LTV.

38:33Danny Yeung:I just use a loss leader on CAC also to create brand value because we're very early, right? And then consumers, and they'll see, oh, wow, you guys got Starbucks, right? Correct. And this creates a great brand recognition. Right. And then we made sure every single day we had a new deal at 12 a.m. Because even at that time, e-commerce in Hong Kong was so early. And everyone told me, no one's going to go on the website at 12 a.m. to find new deals. But I said, if we have good deals, we create a new shopping behavior. And even I didn't care if that voucher sold a thousand. Every 12 a.m. I have a new voucher on.

39:10Right. So let's create that behavior.

39:12Danny Yeung:And so we had really great brands on in the beginning, but a lot of those brands in the beginning, they were basically, we did this thing with buying the vouchers directly. And then of course, at the time when I say, I knew in the back of my mind, yeah, Starbucks will probably send us a letter, which they did. It was like, you can't do this, right? I was like, you probably can't resell vouchers. You cannot. It actually says you cannot resell vouchers, right? I love that. Yeah. But then at the end of the day, we were a small company. Beg for forgiveness later. Yes, you're a small company. And then so, but at the same time, we have Starbucks.

39:45Danny Yeung:Then I can go to Pete's Coffee. It's like, Starbucks just worked with me, right? Then we get a real deal from Pete's. And so continuing that. One of the key moments, even early on, in giving you very granular, specific details was, I co-called this restaurant group, Dining Concepts. And then the marketing director, he was really rude because the co-called, right? And he was like, don't ever call me again. Blah, blah, blah. Sing swear words to me, right? And I was very like, I was like, wow, this guy is like really mean, right? And then I Googled that who is the owner of this group, right? And then I still remember his name, Sandeep.

40:20Danny Yeung:And then I cold called the actual office. And I was like, can I speak to Sandeep? He was the actual owner. And I was telling him, hey, basically my name, my story. And so he's like, Danny says, come to my office. I want to chat with you, right? And then I went to his office and I told him the story. And then he was a, again, he started from nothing too. And then he built like one of the biggest restaurant groups in Hong Kong. After I met with him for about 20 minutes, Danny's like, I don't believe your e-commerce concept will work in Hong Kong, but because you didn't give up, even though my marketing director hung up on you, I'm going to work with you and give you 20 of my restaurants.

40:56Danny Yeung:And it was a real deal. So that means his 20 restaurants was on my platform. I had basically set up the next three, four months, one a week with his restaurants, which was in high demand. And he was like, It's not because you're so passionate about your business that will work with you. So I think if you try hard enough and you reach the right people, people will be willing to help you and work with you as long as you're a young entrepreneur. I feel like just being passionate, relentless, speed. And what you said there for people out there listening to take very kind of tactical advice from it.

41:28I mean, it's the same with me with licensing. We got one license. We leveraged it as social proofing and said, hey, we have this license and then we got the other licenses. So I just feel like this is all about leveraging and social proofing just to get to the next level and get the next vendor. Yeah. Kind of quite an early days, right? Because you have no leverage. And then at some point, you have the leverage. Yes, exactly. Because they are real customers. Yes.

41:51Danny Yeung:We're very grateful now. That's a great point when you get to that point, when it actually is real. Yes. When you're small, you can take much bigger risks. All right. And then as your company evolves at each stage, then it's different. And of course, right now we're a public-listed company, right? So everything we have to do by the books, right? Everything's audited basically by Deloitte, right? So I think now it's a very different stage. But, you know, when we're younger going on, everyone has their journey, right? Well, I mean, still, regardless of where you're at, I still feel like speed is your superpower.

42:21How do you get your team to go as fast and be as ambitious as you are? What is that operating rhythm? Are you guys talking every single day and say, by the end of the week, I need to get this? You guys are talking Wednesday. What did I do Monday and Tuesday? today. How do you keep the pace?

42:34Danny Yeung:Yeah. So I think everyone that works with me now or even my past companies, again, I'm very on all the time, right? So again, I'm involved in like every single department of the organization, right? So that's very key. Number one, you also firstly have to start with team members that appreciate that speed or ambitions with the growth. Because to be fair, not everyone wants that, right? Some individuals, they just want comfort and that's not the right individual for our company. It could be for other companies. So I think you have to select people that have this ambitious growth mindset. Otherwise, it doesn't work, right?

43:11Because then when you want to tell people to push the buttons, everyone has to go, right? Otherwise, even one person, it doesn't work. It'll slow everyone down, right? How do you spot that? Is there something that you do to understand and know that that person has it in them? I think you have to make a good judgment in terms of finding that talent

43:29Danny Yeung:and in terms of what their ambitions are. And yeah, again, I always be very transparent. Like even for me, yeah, even work-life, I have a work-life integration. There's never any boundaries. And I'm constantly, I'll tell them, hey, you know what? I'll text you at like, yeah, 12 a.m., 2 a.m., 6 a.m., doesn't matter, right? And then so just so I am fully transparent in terms of how, yeah, what demands they are when they're coming in and joining this company, right? Of course, they'll be able to learn a lot. And again, I'm very hands-on. I always, for me, I always try to provide a lot of context.

44:01I never tell someone, hey, just do this, blah, blah, blah. I always say, this is the reason why. So at the end of the day, I also want them to learn as well, right? Everybody has access to you and your company. Everyone has access.

44:12Danny Yeung:24-7 access. Yeah, easy, right? So I'm always on WhatsApp, et cetera. And that's very important, right? Because a lot of times, if they don't have access, then this is where the speed gets lost. So talking about this Groupon competitor, what I think is interesting about that versus what you're doing now, correct me if I'm wrong. I feel like I am made now, it's long-term, this is a life mission. It's 10, 20, 50 years. Did you intentionally go into this Groupon one under the notion that you thought Groupon was going to buy you? And this was, hey, we can do a quick scale and get an acquisition. Were you thinking that then?

44:46Danny Yeung:That was in the back of my mind. But most importantly, if the business did well, I knew I had a lot of options, right? Because the key thing is if the business does well, then you have a lot of options, including a sale to group run. And coincidentally, that happens. So I'd rather be lucky than good any day. How much do you think it is lucky versus good? I'm curious. You just brought it up. I was going to ask you that later. How much do you think your career is, percentage-wise, is luck versus good? To be fair, I think individuals create their own luck. If you're walking on the street, nothing's going to just fall and hit you, right?

45:23Danny Yeung:Correct? You have to be in the right position at the right time. And you also have to be able to be in a position to take the right bets, which could be called lucky, right? But again, I'd rather be lucky. I mean, give you another two examples. I mean, I was a seed investor in a company called Honey, which was acquired by PayPal for$4 billion in cash, right? So I had a 300x return on that one investment, which was quite crazy, right? How'd that come about? and again it was there was I had the coupon experience right and then so they were working on the internet browser widget for coupons right and then so my friend introduced us and we got along well and was like you know with a little bit of money and turned out after like you know I think it was like five, six years 300x return right on the 100 grand investment so guys you guys do you guys do the math there that's uh what that's 30 million 30 million dollars yeah right and then and that was directly correlated to you being in an adjacent business, having success, and then getting the access through that.

46:24Danny Yeung:Correct. But of course, many people didn't make that investment. Yeah. Also at that time, right? And another example was in Hong Kong, I met this guy and just do another entrepreneur and he had previously built the world's lightest aircraft seat. And he came to me and we were just hanging out, having drinks. And then he was like, yeah, he's going to do another business. And I'm like, what is it? And he's like, he's going to build a new insurance company in France. I'm like, has that been done before? He's like, no. I'm like, why do you think you can do it? It's a lot of blah, blah, blah, etc. He's like, in France, it's very backwards and they need a new digital insurance company.

46:56Danny Yeung:And he actually did it. And it was the first time in 17 years a new insurance company has been built. And I was able to see an investor in that. And now I have a 200X return on that. And Alwin is now Europe's largest digital insurance company. It's now valued at like$4 billion. Right? So I think those are all lucky. It's like I was meeting the right people at the right time. But you also have to be able to take advantage of that. Yeah, I want to dive a little bit into that. And then we're going to get into Prenetics. For everybody out there listening, that is the name of the whole code, the publicly traded company, which I am eight lives underneath.

47:28When you're making these investments, what are you looking for? Oh, to be fair, I don't do any due diligence. You don't do any due diligence. Yeah, I just like the guy. Guys, this is not the first person that has had asymmetric, crazy outcomes and they don't do due diligence. You're saying it's a hundred percent feel on who the jock is, who the human is. Yes. correct yeah

47:48Danny Yeung:because the problem once you do dilutions it doesn't work right once you do that as you're thinking wow the success ratio is going to be like one two three percent right correct because if you do really look into it then you have to do all this stuff because at the end of the day you're betting on the jockey right and then that of course you're not always going to be right yeah but if you have a good feel good connection etc at least for me it's you know worked very well for myself This episode is sponsored by Poppy AI, a visual AI workspace that almost acts as a whiteboard where you can ingest in YouTube videos, podcasts, episodes, voice notes, PDFs.

48:27You ask it a question and then it gives you answers based on everything that you added. It's made for visual thinkers and for anybody that's sick and tired of bouncing back and forth from a bunch of different tabs. It really just helps you organize your ideas and thoughts and research. For podcast prep, I load in a bunch of past episodes, some ideas for interview questions, past links, and then Poppy comes back and helps me kind of shape questions that actually sound like my true voice. You can choose from a bunch of different models, ChatGBT, Claude, a bunch of others. It's all actually baked into the workspace.

48:59I actually genuinely enjoy using the product. I've met the founders before. They're super, super sharp, and they're very, very deep in the product. They're actually former content creators, so they really, really get how and why someone would use this product. Go to getpoppy.ai slash openresidency. Use the code OR for$25 off. If you're a creator at any level, this will change your workflow. I think it's the jockey and then it's the TAM, which we're going to get into next. So you have this Groupon competitor that eventually gets bought by Groupon. And then it comes to the life's mission. what's next, Pernetics, which is in 2014-ish.

49:38Why don't you tell us about the thesis of that company and how that started? Because that comes into IMA.

49:42Danny Yeung:Yeah, that thesis has come out because I exited Groupon in April of 24, right? So again, at that time, I was actually thinking I was going to go into investments, right? Just investing, et cetera. I had a good exit. So I was naturally investing back into community and entrepreneurs, et cetera, right? And then I did that for a while, but I got quite bored already, right? Because then you're not in the weed of things, right? So I would always say I'm a very hands-on operator and I was starting thinking, what else could I do? I just have e-commerce, blah, blah, blah. I didn't want to just go back to e-commerce because that would have been actually the easy route and I wouldn't have learned anything new, right?

50:19It would just be selling something else on e-commerce, which at the time would have been quite easy for me. And then again, I was in the mid-30s,

50:27Danny Yeung:health started becoming a big thing that you're thinking about and taking care of, right? I had my first daughter, so health becomes much more a priority. And then I was very intrigued by 23andMe at that time. I was just very fascinated because I didn't have a science background that with via saliva sample, you can learn so much about yourself, about your DNA, where you're from, your heritage, your likenesses, what you're susceptible to from a disease perspective. And in Asia, that business model did not exist. That swabbing of a DNA didn't exist. This is crazy. This is going back to the Groupon.

51:00You saw it winning in the U.S., it wasn't in Asia. It's the same thing. Yeah, exactly. You just saw the hole in the market and a different geography.

51:05Danny Yeung:Correct. And I loved Hong Kong, right? So I didn't want to go back to the U.S., right? And then so I saw the same thing and I was like, hey, of course, I didn't have a science background, right? But I had, again, even when I first started looking into 203, I started myself first researching and reading lots of white papers in terms of technology, the science, how do they actually do it? because then I need to get equipped from a knowledge perspective before I can then talk to researchers and scientists, geneticists, for them to come join and do this together. Right? So that's what I did, research the industry.

51:39Danny Yeung:So I can then talk at least somewhat intelligently on the language. To other languages, scientists, and then I was able to bring them on board as the founding team to create prenetics, which the name actually comes from half prevention and genetics. Eczema is unpredictable, But you can flare less with EpGliss, a once-monthly treatment for moderate to severe eczema. After an initial four-month or longer dosing phase, about 4 in 10 people taking EpGliss achieved itch relief and clear or almost clear skin at 16 weeks. And most of those people maintain skin that's still more clear at one year with monthly dosing.

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53:15Get a$75 Sponsored Job Credit at Indeed.com slash podcast. Terms and conditions apply. So the original thesis was 23 and me in a different region. You have the concept, you talk to scientists, you bring on three, four, five scientists, and then what?

53:31Danny Yeung:Correct. And then we started going to business, right? So we started basically selling initially. Again, I tested direct to consumer with the DNA test, actually, and just running ads, et cetera. But at that time, the customer acquisition cost in Asia was way too expensive. I'm like, there's never able to be able to make a profit, right? And then, so we didn't go direct to consumer initially. So we went to B2B2C. So I started going out to insurance companies. That's that big money. Yeah, large insurance companies. Yeah, AI, Prudential, because they have millions of insurance customers, right? And so we would offer them DNA tests to their customers.

54:07Danny Yeung:And the insurance company would pay for it, right? So that's what we did for basically the first four or five years until COVID hit. And what does the unit economics of something like that look like? Is that like a traditional wholesale model where if it's$100, you just sell it to the insurance company for 50? Or how does that go? Yeah, so it was the unique numbers on that is, again, the insurance company is basically buying the test on behalf of the insured. Right. So they provide it as a free benefit. Like when someone buys an insurance policy, you also get your genomic results to understand your disease risk, etc.

54:39Danny Yeung:Right. So we'll just give a price basically to the insurance company. And then we have our own lab and science team. and then so be able to produce the test. They're probably lower margins than traditional businesses, but huge volume. Because if you're working with an insurance company or a preferred vendor, and just as many patients that come in, they're going to give it to them. Yes. I like that business. I like that volume business. So you're doing this for four or five years, B2B, B2B2C, not doing e-com, COVID hits, which with every business, there's a story. So that happens and what happens?

55:12Danny Yeung:Yeah, when COVID hit and yeah, Yeah, of course, in March 2020, COVID hit. Hong Kong just started getting the wave of COVID and et cetera-wise, right? And then actually had a meeting with the chief executive of Hong Kong early March in terms of seeing if there's something that we can do to help because we already had a laboratory, right? And again, I think actually, maybe even going back before that meeting with the chief executive is that maybe in like February, people started texting me saying, Danny, do you have any PCR tests or COVID tests? I'm like, no, I don't, right? And then another person, another friend texted me.

55:47Danny Yeung:Another person texted me. I'm like, there's something going on here, right? Then I started looking into it. Why are so many people texting me about doing COVID tests? Because of course we have the laboratory, et cetera. But that means it was very difficult to get a COVID test in Hong Kong. You actually had to go to a hospital. And at the same time, the hospital, if you want to go, number one, you don't want to go to a hospital to get a COVID test. But if you did, the COVID test at a hospital was like$500 to$600 USD for a test early on. So I was like, okay, maybe there's something there. So of course, naturally, you want to be able to partner with the government.

56:18Danny Yeung:And then so I was able to get in a meeting with the government. And at the time they declined us. We don't need your help. We can do it on our own. But they were interested under the notion that you had the infrastructure and then going back, like the social proofing with working with the insurance companies, like you were credible. Correct, exactly. We're credible, right? So that's why they accepted the meeting in the first place. But they said, we don't need your help. We can manage it ourselves. And then the second wave of COVID hit, huh? Like the real wave came. and they're like, this shit's real.

56:43Danny Yeung:Yeah, sorry. So after that meeting, we're like, okay, what do we do now, right? Then we said, you know what? Hey, let's just launch our own direct-to-consumer COVID at-home test, which we did basically in three weeks later, right? So again, speed was quite critical on that. And then we launched our own direct-to-consumer. Let's stop there, wait. So how do you do that? So in three weeks, you're figuring out, you're utilizing your scientists to figure out what this test looks like. Yes. You're getting a test, you're reverse engineering it and then just selling it. Correct. Because we already had the laboratory and infrastructure set up already, right?

57:12Danny Yeung:And so it's just a matter of getting reagents inside to our laboratory. Our team already knows the science of it as well. Because you have to understand, we're doing clinical genomic tests. The science on that is much more complicated than just a PCR test. Right? So it was even easier for us, right? Just understand that part. And so in three weeks' time, basically, we already set up, we basically set up the full infrastructure to sell in the online individual in Hong Kong. So we're the first provider in Hong Kong to do a DTC COVID test for$100 USD. And the first day we launched, we had like 200, 300 orders already.

57:48And every single day we would be sold out because there was a capacity limit. So the hospital was jacking up the price. The internet economics were crazy.

57:54Danny Yeung:Yeah, they were selling for like$500,$600. We did it for$100, right? And was this a way to offer the community or individuals something that was good and validated? it's so funny that you say this again for people listening out there i've had this inflection point in my career multiple times is looking inward at your team whether it be the talent of your team and or production or the distribution what do you have and you could be serving one market but there could be a tam that's a million times bigger that you can take your expertise and bring it elsewhere and it seems as though that's exactly what you're about to do is you're seeing a massive opportunity and you're like, hey, we can produce this.

58:32I have the chops from a distribution perspective to know so do e-com and then you go.

58:36Danny Yeung:Yeah, correct. So we went and then so every day we're selling out and et cetera. And then when the second wave in July of 2020 hit, then the government came back and called me. It's like, hey, can you help us do something? Right. Because the wave is getting out of control. I'm like, yes, we can definitely help. And our first mission or task and was with the chief executive of Hong Kong was like, we want to test all the restaurant workers in Hong Kong. I'm like, okay, how many people is that? They're like 18 ,000 restaurants, 300 ,000 staff. Right? Because, and this was in July 2020. And this is with your laboratory with five people.

59:12Yeah.

59:13Danny Yeung:Yeah. I mean, we were like 10 people maybe. But then, and then again, that was a big task. Right? And they're like, how long do we have? Right? We're like, you have like six weeks to do that. Speed was critical. And then, so we accepted the project. And then basically then we went door to door to pass out saliva PCR kits to all the restaurant workers. And the first day and for the first week, I went out eight hours a day just to passing out because I knew I needed to show the team. I was also at a big risk because at the time there was no vaccine. And then so I went to the most high risk places of COVID and passing a PCR test.

59:52Danny Yeung:And you can see on my Instagram, it's like this real story, right? You have to set the precedent to your team though. Yeah, I set a precedent. I'm willing to do that. It's like everyone else should be able to do that. Because again, that goes back to the team. If everyone didn't have that motivation, it's just go. Yeah, it doesn't work, right? So, and then we were able to do that. And so you executed that. Yeah, we executed that. It was crazy times. We had massive hiring because at that time also in Hong Kong, a lot of people got laid off. Yeah, so we actually then supplied work to a lot of people that got laid off from the hospitality industry.

1:00:26Danny Yeung:So it worked out to be favorable for everyone, right? And then what happened in the coming two, three years was then there was many vendors that happened eventually. There was like maybe 15 to 16 different laboratory partners. But the crazy thing is we're the first. And then, of course, the government, they have to spread the risk, right? They can't just give the contract to one person. But then what happened eventually was all the other providers, they kept messing up. and they had like data issues, false positives, et cetera, et cetera. So at the time when we get a false positive in Hong Kong, you have to go to the detention center for like seven days.

1:01:02Wow.

1:01:02Danny Yeung:Right? So it was very bad in Hong Kong, but we were the only provider that did not mess up. We never had a false positive, false negative in individuals. And the government kept coming back to us and said, can you do more? Can you do more? At one point, we were doing all of the testing for our inbound flights into Hong Kong. We made a household name for ourselves. Everyone that flew into Hong Kong had to do a Pregnetics PCR test, which was mandatory. What does that volume look like? We're doing 40 ,000 tests a day. Wow. So at one point, it was like crazy. It was 40 ,000 tests a day, 2 ,000, 3 ,000 people, logistics, supply chain, everything had to be top-notch.

1:01:37Danny Yeung:And three years, we had 800 million revenue. I want to take a step back here when we're looking at this. You start this company, it's on a complete rocket ship for three years. The identity of the company is this COVID testing. Oh, yeah. We're known as a COVID testing company, right? Yeah. So two big things for people out there listening. Two things happen. One, at some point you go public, which I want to hear everything about that. And then two, obviously COVID stops and we don't need COVID testing anymore. So you're crushing it. You're doing hundreds of millions of dollars COVID testing when people come into the airport.

1:02:06What happens? What are those things that happen that you go public? And then obviously there's a pseudo crash that happens with your company.

1:02:13Danny Yeung:Yeah, correct. Right. So, of course, I always knew COVID was going to end someday, especially with technology, resources, the testing that was involved. And so it was like, what is one thing that can, in a way, create our own destiny for success and survival? Right. And then so one of the things we did early on, again, our revenue was growing. We were making a name for ourselves. We decided to also, in the height of COVID, list a company on the NASDAQ in 2022. So it was May 18, 2022. We listed it. And again, it was amazing. We had the$1 billion valuation. Yeah, it was great until COVID ended, right?

1:02:51What are those things that people get right or wrong when going public? I mean, for me, when I look at it, it's just like, you have to be crazy with your financials. What are some of the other things that are the big kind of rocks that you have to push down the mountain as far as?

1:03:03Danny Yeung:Yeah, so I mean, the financials is a good point you mentioned. I mean, that was always, regardless if we went public or not, right? So it was very important for us that we were audited by a big four, right? So you were always audited by KPMG, Deloitte, and et cetera, right? So that means they didn't actually have any issues from an accounting perspective, right? Because if your books are not in order, you can't go public, right? So from day one, even before, like early days, like 2016, 17, we already had audits by big four. So then was just making sure that, again, you have the right team, the right bankers involved, the right partners involved for that.

1:03:39And when you do that, COVID crashes somewhat soon. What's that inflection point where you're like, okay, I need to pivot?

1:03:46Danny Yeung:Yeah, so we knew we needed to pivot. And then I think post-COVID, again, there was a lot of companies that actually went public during that time. And the crazy thing is that they're all bankrupt right now. They're not listed anymore. There were like two, three,$4 billion companies that went public during the COVID times because they were doing such big revenues, like a billion,$2 billion in revenues. But I think the challenge there was that they continued on to that business and they thought the testing would continue for a while, where I felt at that time wise, I don't think testing is going to continue.

1:04:18And then we made a big decision at that time.

1:04:21Danny Yeung:Once we knew, hey, you know what? COVID is not going to continue and make that decision. Is that basically to basically shut down our COVID operation, which meant laying off 2 ,000 people? Danny's the pivot king. He's the speed king in the pivot game. It takes a lot to A, make that hard of a pivot, and then B, lay off all those people, I've laid off or fired 10, 20, 30 people. Not thousands of people. How hard was that? What was that like? I mean, it was hard, right? Very, very hard. Because a lot of these people, we were going through kind of like the COVID times, which was like crazy. Crazy rocket ship.

1:04:58Danny Yeung:Crazy. Not just rocket ship, it was just crazy intensity, right? In terms of it was working like literally 24-7, literally for almost three years, right? And so you went to battle with these individuals. But at the end of the day, there was nothing for them to do. Because without testing, what's their thing to do? So I think at the same time, it was good for both the company. Because I knew if I didn't let go of them, the company's out. Which a lot of these other companies, they were listed. They're bankrupt now. They're not even listed anymore. So of course, in hindsight, it was the right decision.

1:05:31Danny Yeung:And even for them, I mean, at the end of the day, it was better for them that they had to move on to something which was sustainable, right? So I think that's how we looked at it. I think people get it. For me, I love the people. Ultimately, the logo is, the logo needs to be alive and have cash to pay the people. So that's the most important thing. But I think secondly, something that I've learned in my career is letting someone free as early as possible to find the next thing is way better than to keep them on the ship. Yeah, 100%. For both sides, right? For both sides. For both sides is the key thing.

1:06:03Yeah. Yeah. So I want you to get a little vulnerable here, Danny. So your billion dollar market cap, you go down to$20 million.

1:06:15Danny Yeung:I want to, maybe it was like 40, yeah. 20,$40 million. Yeah, that was very low. It was very low. You're a billion dollar plus market cap down to a$40 million market cap. What did you learn about yourself, your friends, the world? I'm sure that was a pretty lonely time and place to be in. What did you learn? Yeah, it was quite lonely, right? Because again, you were like, of like even Hong Kong, we had a great reputation during COVID. And that's when we listed, we're kind of like the poster boy, right? Because we're the first unicorn from Hong Kong list on the NASDAQ with such a valuation, right?

1:06:46Danny Yeung:I had a 20 % stake. Yeah. So my worth at that time, yeah, it was, yeah. $200 million. I did the math. Yeah. You did the math, right? And then of course, going down, yeah, there was a lot of, you could hear it from investors or people on the street. Oh, yeah, of course. Yeah. But it's very easy to knock someone down when they're going down, right? And so you know who your friends are because when you're at a billion dollars and at the height, you have so many people coming into you. So many people want to chat with you, be your friends and et cetera. So going down, you actually know who your real friends are or the ones that are with you from that time through it.

1:07:21And so I think that's been very clear to me, right? I think that everybody needs to go on a little bit of downswing to see that you get complete transparency. And then I'm sure you feel so amazing that now in the upswing, you're going to be real, real nice to those people that were there for you.

1:07:35Danny Yeung:Yeah, of course. Yeah, a hundred percent. Right. And yeah, to be fair, like even at the height, yeah, I still today have not sold a single share of prenetics, right? Because I always believed in the long term. I didn't know what we would pivot into, to be fair, but I knew we would make something of it. And so that's why even when we were at 40 million, 50 million, or even going down. I never sold a single share. That's like, I had always the belief that we will make it and make it back. Guys, quick break. This episode is sponsored by Universal Ads, a division of Comcast. I've spent tens of millions of dollars on meta ads.

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1:09:30Danny Yeung:So I think post-COVID, again, our business outside of COVID was in clinical genomics, right? So I was working with hospitals, even B2B, some DTC on genomic tests, cancer tests, etc. But that model was actually very difficult to scale because you need dependency on regulatory. in all of these different markets in Southeast Asia and et cetera. And then so you're not in full control of how fast you can go. And so that was one key aspect of it. COVID was something that you couldn't have predicted. Correct? And then so the other business was very difficult. And again, it's like, hey, you want to be able to grow again.

1:10:10Danny Yeung:So we felt the consumer space was the right opportunity. Again, leveraging my background, e-commerce and science. but was right at this time where again I had the opportunity with me and David literally right right when we're thinking about this that we had the opportunity to meet so you can call it lucky right right time right setting right platform maybe even for him because even at that time I think David was in a life where yeah he was just about to turn 50 he really wanted to utilize this platform in a positive manner right and then for us the same thing it's like it was the right time and that's where we came up with this together Makes a lot of sense.

1:10:48I say it all the time. I feel like one of the most underestimated things in business is experience. Everybody, they see these kind of young gazillionaires that are in their early 20s. But the fact that you are where you are, it's just a culmination of all of these things. And for me, I would always rather bet on a second-time founder, third time, fourth time, fifth time, sixth time founder. The more companies that you've founded, the safer the bet is. That's how I look at investing in people and companies. Yeah, correct. 100%. Yeah, and again, we had, even when we met Dave,

1:11:16Danny Yeung:I mean, again, we had a 50 million mark. Went from one billion, 50 million. I was like, oh, he must be like, oh, shit, right? What's going on here, right? But then when I explained to him what happened, the details, et cetera, it's like, yeah, then it makes sense in terms of our ambition. I mean, we still had cash, right? And then, so that was a good thing, right? Because we made a lot of cash during the COVID time too. We had more than$100 million in cash in the balance sheet. But our market was 50, so there was a disconnect, right? And now, because of IMA, of course, people are starting to take notice over the past 12 months.

1:11:49Danny Yeung:Now we went from 50 million market cap to now, I think we're almost close to 340 million market cap today. Not financial advice here, but I like what you're doing. I'm just going to leave it at that. Okay, let's round the corner here. I'm going to ask you a ton of random questions. You could fire off short answer, long answer, whatever you want. I guess let's first start off with, you have, I don't know, over 500 Bitcoin. I don't know, 40,$50 million of Bitcoin on the balance sheet. Why? Yeah, so we just felt last June, it was a good opportunity, basically from a treasury perspective to invest in Bitcoin.

1:12:22Danny Yeung:We have excess cash, et cetera, et cetera. So we just basically started buying Bitcoin last June. And however, with that being said, the business of IM8 just grew way faster, even than I expected at the end of the last year. So it just became a bit of a distraction. So what we mentioned is that we've stopped buying Bitcoin now and into the future and just fully going all in on IM8. But you're under the notion that you just think Bitcoin will hold its value more than 3-4 % savings balance. Yeah, correct. Exactly, right? So I think it's a good storage of value. At the same time, say, our Bitcoin assets today is, again, right now we have$70 million in cash,$40 million in Bitcoin.

1:13:02So we have much more cash than our Bitcoin. So it's not like, hey, I think it's a good balance. Who knows? Those numbers could shift with where Bitcoin is going. I'm bullish on Bitcoin, too, baby. I got some Bitcoin. Yes. You also just raised, a little time ago, you raised$44 million. For someone out there raising money, what's the biggest piece of advice you give to someone about raising money?

1:13:20Danny Yeung:Again, you have to, I mean, for anyone raising money, yeah, any opportunity you have with an investor or whoever it is, you just really have to know your business inside and out. And because I think from an investor perspective, again, they have so many options to invest in many different companies, right? So it's like, why should they invest in you? So you have to be realistic about that answer and be able to show them why. with details, numbers, quantities, because anyone can talk to talk, but you have to quantify with numbers, unit economics, and also the path to profitability. What are some of those numbers that you think are key to translate?

1:13:55I think unit economics is obviously one. I think TAM is another one. You're going after a massive market. Anything key that you think, like in your business, what are those key numbers that you think that you communicate to people and it really resonates for them? They want simplicity. Even when I invested that day, my first question is like,

1:14:12Danny Yeung:Like, hey, is there any other companies in your space that are doing something similar? Right? Because that's the easiest way. Good first question. Yeah, good first question. Because then it's like, we know the industry is like 700 billion dollar global industry for supplements. Right? It's a huge, huge, massive industry. Okay, then people ask, hey, who are the competitors? Of course, there's Athletic Greens, H1, they're doing 600, 700 million dollars. There's other companies in this space as well, Bruins, et cetera. Right? So I think that's an easy reference first. And then the key thing is, how is your product different or better than any of these competitors?

1:14:43Danny Yeung:And at the end of the day, multiple companies, I believe, can win in the supplements game just because of how massive and global this industry is. And so you have to be able to show this conviction and opportunity that they believe that you can do this. Ryan Reynolds here from Mint Mobile. The message for everyone paying big wireless way too much. Please, for the love of everything good in this world, stop. With Mint, you can get premium wireless for just$15 a month. Of course, if you enjoy overpaying, no judgments, but that's weird. Okay, one judgment. Anyway, give it a try at mintmobile.com slash switch.

1:15:19Upfront payment of$45 for three-month plan, equivalent to$15 per month required. Intro rate first three months only, then full price plan options available. Taxes and fees extra. See full terms at mintmobile.com. How big is the TAM? Who's in the space? How much they're doing? How are we different? and then a couple other core numbers, core unit economics, maybe CAC to LTV. Yeah, exactly. But just be very, very simple and precise with that. Correct. And the runway too, right? Is that, hey, do you have enough cash on a balance sheet, right? To be able to do what you need to do. Agree with you there.

1:15:47You guys aren't in retail. Why aren't you in retail?

1:15:49Danny Yeung:I think we now ship to 31 countries around the world and it's 100 % direct to consumer. 98 % of that is on our own website, imahealth.com, 2 % on Amazon because we still see so much growth opportunities these. Because for example, only 40 % of our business is in the US. Yeah. 40%, that's it? Yeah, that's it. Exactly. Right. So 40 % is in the US. Canada, UK is number two, number three. Australia is number four. Hong Kong is number five. Singapore is number six. UAE is number seven. Germany is number eight. Right. So we truly have a global business. So if you think about growth opportunity, right, this is why we forecasted this year, we want to hit 180 million revenue, but 40 % of that is in US.

1:16:31Danny Yeung:So it's actually very limited, right? So love growth. Do you believe in 100 % penetration in the world for D2C as opposed to doing US D2C and US retail? Right. Yeah, from day one. Yeah, so I think easily we have another three years before we even get into deep conversations with retailers. To be fair, all the major retailers have reached out to us and we've rejected them. And from a leverage perspective, keep projecting them, keep projecting them. and then the terms will be better. Yeah, exactly. Right. And the reality is like, we don't, yeah, we're growing so fast. I think if we put in retail into this now, it also loses focus.

1:17:08Danny Yeung:And I actually don't believe at this early stage of our brand, we can, even from our own team perspective, we can do everything well. Makes a lot of sense. All right. Last three questions that I ask everybody. Favorite book or podcast and why? Well, so to be fair, I actually don't read books. All right. I read books. I don't read books. You're researching PDFs on ChatGBT. Yes, I'm researching like science papers, papers, everything. I read a lot, but I read like online. No podcasts? A podcast, yes. I listen to some podcasts, right? So I actually like to listen to the Neil and Eric Seale podcast.

1:17:45Danny Yeung:That one also gives me a lot of insights in terms of what are the latest tools to use. What's it called? Marketer School. Marketer School. Yeah, I believe by Neil Patel and Eric Seale. By Neil Patel and Eric Seale. We're going to pop that one up, guys. I know who Neil Patel is, obviously, but I've never heard of that podcast. Yeah, correct. And it's very short, right? Because it's like 15, 20-minute episodes, right? And then so they're always talking about the latest tools they use. So I get like laughing out because I want to always stay up to date on the latest tools, right? Favorite entrepreneur or brand that you want to give flowers to and why?

1:18:14Danny Yeung:I think I've always been a big fan of Jack Ma just because if you think about his story from origins, right? And he had the foresight to even record when he was fundraising or getting people involved his little apartment, like 12 people, right? Recording that. And then he was an English teacher in the US and just to be able to build what he'd been able to build, you know, from basically coming from nothing and doing that. Yeah, very amazing. All right, last question. How big can IM8 be? Yes, great question, right? So I honestly believe it can be one of the world's biggest supplement brands in the next three to five years, right?

1:18:49Danny Yeung:And this is really rare, even from my entrepreneurial career, that we have a lot of the pieces to make that happen because you have a great product market fit. You have the performance marketing piece, which now I think we have a good grasp on. You have the brand piece. Then you have the celebrity piece. You have the organic individuals that are using the product, which are highly influential. So you have a lot of different pieces. I think from an IME perspective, and this is why I can go on record and say, a lot of times people ask me, hey, what other new business are you going to start? This is going to be my last business.

1:19:21Danny Yeung:And I want to go all in on this and believe this has a huge potential to truly be one of the world's biggest supplement brands in the next few years. I love that answer. I always say this is going to be my last company. Shows a lot of faith. Yeah, I've done enough, yeah. I don't want to go back again to start from zero, right? Amazing interview, man. Where can they find you? Where can they find IMA, social, LinkedIn, websites? Where are the big places they should look? Yeah, I mean, LinkedIn, of course, yeah. Anyone can find it, imahealth.com on the website. Yeah, I'm on Instagram. I'm on X, yeah.

1:19:52Quite accessible. Amazing. Thanks for coming, man. What's up, guys? If you guys got this far in the episode, I would assume that you enjoyed it. If you got any value, it would mean the world if you hit the subscribe button, give it a like, post a comment, tell a friend. We could keep going bigger. Bigger guests, bigger locations, more value. See you in the next episode.