How Hudson Leogrande Is Building Comfrt Into a $1B Brand

16:57Hudson Leogrande:Like, dude, I didn't know. If you told me 25-year-old Hudson that comfort would clear a billion in revenue this year, I would think you're crazy. If you told 16-year-old Hudson that it would clear a billion this year, I would say, I told you so. So it's very different emotion and journey that I've been through because I'd experienced so much life in those nine years from 16 to 25. But at 16, I was so delusional that you couldn't have told me that this wouldn't have happened.

17:27Matt Bertulli:You made a comment that you, part of the switch from purely white to comfort was like this, I need more than one thing. What if this thing fails? I got to go to this other thing. Does that muscle or that thought still haunt you at all with all of the success of comfort? Do you still have this in the back of your head that this could go away like i gotta figure out something else too no or do you have no problem with focus now

17:50Hudson Leogrande:oh no no i've completely eliminated self-doubt from my mind it doesn't exist anymore i'm the best in the world at econ that's it like i'm the best in my mind sean has to believe sean's the best it doesn't matter sean thinks hudson's the best like it's just true it's the truth like it is the truth like you gotta believe that you are meant for this i feel like you're gonna say something, Sean.

18:15Sean Frank:Yeah. I'm going to say, no, Sean thinks Hudson's the best. No, no.

18:21Hudson Leogrande:You guys know me. And the one thing I have is I am a humble guy. I'm not some like cocky, egotistical prick. I'm just not. I care a lot about life of people. That's why I don't doubt that comfort will ever go anywhere because my team is so unbelievable. And my support system and the people that are a part of this business, I mean, I have 500 core creators that every day they wake up and the first thing that comes to their mind is I have to make content for comfort. So I have 500 1099s that make 10 to 20 pieces of content a day for me. We have the meaning. We're the biggest contributor in the world to the ADAA.

19:01Hudson Leogrande:We're going to do this crazy news feed. We're going to do this crazy thing with them. And that's our main charity. All this stuff to me is like, it's bigger than Hudson. I haven't been public about this, but I will be public about this right now, I had a 25 % acquisition of my business. That part of my life of, and I didn't have the doubt that comfort would go anywhere, but I wanted to protect my future family and my family right now. That if China bombed us tomorrow and something happened and Ecom died, I would have enough money to support my family. That was what mattered to me. I'm playing with house money now.

19:38Sean Frank:I'm just playing the game now. And that is all I want to do.

19:41Hudson Leogrande:If I told you my goals for the that I'm going to accomplish with this brand and the products we have coming out and the things that we have pending. Everything you've seen up until this point was a joke. Everything that you've seen me do with comfort is like laughable compared to what we have coming out. So the self-doubt to me is like, I have to be better than I was the day before. I have to, I have to continue to grow and learn. I have to listen to my team. I have to know how they do things. How do they operate? Everything, right? So all of that comes into it. And I have so many people that rely on me, but I have so many people that trust me and have ownership mentality in my business that there's no way this thing fails.

20:17Hudson Leogrande:And I don't believe in the jinxing bull, like try me, does not matter. I've worked too hard for this, man. I've worked my whole life for this. I haven't had a day off since I've been 19 years old. Like this is what I live, breathe and eat. I actually am in the game, you know? So I just feel like we've, we've cracked the code on something. We've recreated modern day marketing as you know it. I've heard people call it the Hudson method, which is hilarious to me, but we know the future, right? We can see where this is going. Sean's one of the best people in the world to do this. You can see the trends of where things are leading to and we know what's going to happen.

20:51Hudson Leogrande:That's celebrity. It's done. It's done. And it's hard for a bootstrap brand that has no money. You do one wrong post and it doesn't convert and your bank accounts blown. People have to learn to evoke emotion through content and evoke emotion through creative. And if you can't do that with your brand and the meaning and the purpose and the content, you don't have a business. So everyone that's starting out, I mean, the success stories I hear like now from people who are doing what I'm doing, it's unreal. It's unreal. So again, all of that coming into play, like no, zero doubt.

21:22Sean Frank:Hudson, here's why I think you're the best ever do it. And it's just mathematical. People can debate, you know, Jordan versus LeBron, but Jordan has more rings. Comfort was started in 2017, 2018, something like that. And you went from$0 to a billion dollars in revenue this year, bootstrapped. No one's ever done that before. And that's the journey I want to unpack because we'll talk about the Hudson Method at the end of this because what I love about you is you're so transparent in sharing exactly how you built this. I think it just comes down that you know that people won't do it. It's it's so difficult to be, to be as special as comfort is, um, that you're like, yeah, here's all the pieces to the puzzle.

22:00Sean Frank:Please put it together. And one in a thousand people end up doing it. Um, I want to go back to those early days. Comfort starts the, the exact same strategy as pearly white deluxe. We're going to post on Snapchat. We're going to go to TikTok. What was that first year? Like, I know you guys did like a couple of million dollars, right? 16, 16 million.

22:17Hudson Leogrande:Yeah. And we were, and we were out of, and we were out of stock for six months.

22:21Sean Frank:That's just crazy. The product market fit to do$16 million in the first calendar year. I thought that for some reason that was the second year. But no, you're saying you hit the ground running and it just found a market immediately.

22:32Hudson Leogrande:Yeah, we jumped on the product quality and the affordability and how it was making people feel, which I've moved away from that verbiage. But we used to talk about how customers said that it helped with their stress and their anxiety because people who have sensory issues, like we've developed comfort for people that have sensory issues. Like they want to come home and they want to wear something that like really makes them feel calm. So we, you know, I started by sending like my favorite hoodies to a manufacturer on Alibaba. And I said, make me the comfiest hoodie you could ever create. And they sent me the comfort hoodie today.

23:13Hudson Leogrande:And we stuck with that manufacturer for a very long, we even still do some business with them today.

23:18Sean Frank:That was the early days.

23:19Hudson Leogrande:We did the Snapchat game. We did the TikTok game. We started meta ads. Meta ads were hitting. They were doing really well for us from a ROAS CPA perspective. I was funding it out of Purely White's account. And yeah, the early days were just very like we were testing, but we were hitting because our marketing and the way that we marketed had never really been done before. So it was people who were desensitized to seeing these normal ad creatives, they saw us and they stayed to watch because of the way that the video was built. And we focused a lot of our energy and efforts on hook, middle of content, call to action.

23:57Hudson Leogrande:Now we have data scientists that can measure things and get on calls with our creators and explain to them why their videos are doing well, right? Get to the real understanding of a granular. But for us, I was just eyeing it. I was like, well, I'm eyeing the business. These are the common denominators of the success of the business from an ad-wise perspective. This is what we need to continue to do. I was every role, right? Like I was every single, I had no employees when we did 16 million. So no one knows us either. Well, some people know this. But I had me, Kimberly, my one friend that ran ads for me on the side.

24:32Hudson Leogrande:And then I had Upwork and Fiverr. That was it. So Comfort went from zero to 16. That was my lineup. No CFO. I used TurboTax. Bro, really like it's sickening to even talk about. But that was what we did, right? So it was very beta. And then, yeah, we kept going out of stock. I would order stock based off of what I believed would be a good amount of inventory. By the way, we still have this problem and we have amazing employees because we can't determine the demand. We have to place POs every week now, but I was placing like a PO a month. I would ship IC to save the money on, you know, by not airing it.

25:13Hudson Leogrande:And I would wait and we would go out of stock all the time. The only thing that I had was I learned that I could stop shipping out of my mom's house and that I could get a 3PL. So as soon as I started Comfort, I got a 3PL. Thank the Lord. That was like my big break. So again, that was year one. Year one was no stock, knew I had a product market fit, knew this thing to take off, projected 50 million the next year, had some hardships in the second year. We had some issues and I could get into that whenever you guys are ready. I don't want to ramble.

25:47Matt Bertulli:Hudson, can you just hit the price thing again? And so you, like Sean said, you hit product market fit, right? Like, which is obvious you get 60 million bucks in the first year. Did you nail the price of the product on day one or do you have to like figure that out?

26:02Hudson Leogrande:We're still working on it. So we're different than most businesses. We do dynamic price testing. We test pricing all the time, depending upon stock availability. So if our product is lower in stock, the price goes up. If the product has more stock, the price goes down. We're very transparent with our customers. but we do this to stay profitable or maximize profitability while giving customers the best absolute price. So we do this to be able to keep everything level set so that they can continue to get good deals. So we did do a lot of testing in the beginning. It's still a test. Yeah. I like impulse buy and I like things where, you know, and this is the truth is this, right?

26:40Hudson Leogrande:I want the mom who lives in Kansas with three kids that works two jobs to go home and be able to buy my hoodie and not feel like she's breaking the bank or spending her paycheck on our products. That's it. You can buy my hoodies and my sweats combined in a bundle and still be 30 % less than my competitors selling a hoodie.

27:01Sean Frank:Yeah. So you said the word affordability, and I know that's important to you, right? You want it to be available to everybody, right? And comfort is a couple key pillars. Looking outside in at your business, it's like, you know you guys are mission driven right when i talk to you and like you have missionaries working for your business like they want to spread the word the reason why you have 500 people showing up every day to post these videos is like they believe in the mission they want to spread a good word of comfort as far as possible and then you have this affordability piece and then the third piece is you're so so ahead when it comes to content like in 2018 2019 when you're doing this you know you're making these videos that like you're thinking about thumb stop you're thinking about retention.

27:42Sean Frank:You're thinking about the modern day UGC system, but you're five years ahead of it. What was the actual product market fit? Obviously, the product's fantastic. Obviously, it's really affordable. Obviously, it's mission-driven. And then on top of that, you're really good at content. Was it just a perfect mixture of all these things coming together? Or if you had to stack rank them, what's the most important?

28:00Hudson Leogrande:It's a statistic. For people who are buying, comfortability in clothing is number one. Number two is price. To me, I think it's flipped. I believe that price determines sales. Sheen and Timu are, but people still buy them because they're the cheapest thing in the world. And we've seen Fashion Nova has better quality, but you've seen Fashion Nova be able to do, their scale is tremendous. And it's because they make so many net new styles and they're very affordable for people, right? We believed in affordability with very high quality. So I think, yeah, I really do think it's a perfect storm. I really do.

28:40Hudson Leogrande:I believe that. And now it's different. We sold more blankets per day than hoodies in the last two weeks.

28:49Sean Frank:Really?

28:49Hudson Leogrande:Yeah. My hero product that has all of the scale to hit these numbers is now being beat out by my blankets so because i listen to my customers and i and i listen to what they say and i don't have these dumb ass board meetings with a bunch of people that don't know anything and they're like we should come out with this like no listen to the customer send the product to your creators have them sample it let them give you their feedback and then you drop the product and it's like people want to overcomplicate everything. So yes, blankets are outselling. We launched Ember Blanket, which is a heated blanket.

29:29Hudson Leogrande:That thing is number three on my store right now. And we barely have any good marketing going into it. And the one thing is like, we don't even have like full campaigns anymore because we launch as we get inventory. And my team has to scramble to do like this whole campaign. Like we could take more time, but the market is demanding this from us. So yeah, I would say it's a perfect storm and listening to the customer. Hudson, the hood is not shaped the way I want. Hudson, the fit is not loose enough on the bottom. I'm a short girl. I need an XXS and you need to look at, and then my product team will go and develop those and we'll get polls done and we have post-purchase surveys and we'll be able to read through like, what do you really want?

30:14Hudson Leogrande:How can I be the best version of myself for you guys? And then that's all that we focus on. Everything the business is dropping is coming from the customers. Everything.

30:23Sean Frank:You know, on the affordability piece, True Classic is another like crazy fast growth brand, you know, a couple hundred million dollars this year, you know, five years into it. And they share the same principle. It's like, look, we want to make it so our product could be in as many hands as possible. And I think that is a huge lesson we should all take away is that like there is a network effect in physical goods. There is a throughput. It's like, you should try to serve as many customers as possible. And that's why, you know, Walmart's a trillion dollar brand and why you guys are worth$10 billion.

30:49Sean Frank:Let's talk about the year two struggles. Okay. Come from one from 16 million to 160 million or something crazy like that. You 10X at a very large scale, but you said that that wasn't easy and you had a lot of challenges coming into it. What happened year two?

31:01Hudson Leogrande:Oh, we started hiring. Thank God. the hired employees in the business sorry that's the sigh out of you was like you i don't know if you could get bigger bro i just i that year dude that year could have killed me like we experience bot traffic to the website uh manufacturing issues people trying to take us out like there was a lot of things of like now we're a real business in the market people were now realizing And then on top of that, the team was not able to keep up with the demand and we had no money left. So we're very profitable. We are very healthy as a business. I did not take money from comfort until my third year.

31:49Okay.

31:50Hudson Leogrande:Even when we did$170 million, I never took a dollar out of that bank account. I used Purely White Deluxe to fund my life. I didn't really buy anything. I just kind of stayed with what I was doing. I worked on the business. That was it. Year two, we go broke on product. We're buying more. We physically cannot get enough product to keep up with demand.

32:12Sean Frank:Our customer support breaks.

32:14Hudson Leogrande:We had a huge influx in order volume towards the end of the year. We doubled our business in the revenue. So we did our whole year in three months in that second year. We were cracking$40 million months and our customer support completely collapsed. I had a couple of friends that helped me bring agencies on, but Reddit went crazy. Customers were hating on us. I thought it could have been the end of my business. People are rating on my meta ads are bad because they're saying that they had a bad experience. So all this is adding up on top of back in the beginning, no money. So we developed with one of our agencies, a back pre-order option where you could wait two months.

32:56Hudson Leogrande:We would act as the bank. We take cash up front. We would defer the sale out to two months and we would realize that sale when the product ships. At a point, we were doing 50 % to 55 % pre-order on the website. We would continue to run ads at a very profitable rate and people would be buying out of stock products on pre-order. That was what kept our business afloat. If we did not have the hype, if we did not have the excitement, if people were like, eh, it's not that important to me, I'm just going to wait, I'm out of business year two. 100%. I'm broke. I have no money. That was another huge hardship.

33:30Hudson Leogrande:So the stressful conversations every week about no inventory and about my customer support and about the money and about, do I get a loan? Do I sell some of the company off? We were going to sell to a strategic at a point. Thank God we didn't. But those were the conversations that I was having because I knew I had something. I knew I had hockey stick growth. And I was like, do I just cash out of this business, protect my family, and then go into something else? Can we actually do what we want to do the way we have it structured right now? And the answer was no. I hired 30 people in six months and they all stayed.

34:09Hudson Leogrande:I have not had one person ever quit my business in three and a half years. We've never had anybody leave. We've built, the culture is what kept us afloat. We would be out of business if I was not a good leader for my business, we would have went out of business because the high churn in year two would have caused issues where people didn't know what was going on in the ownership,

34:29Sean Frank:but we would have also failed. Yeah. So Hudson, in that year two, everything's imploding around you. You're out of stock. Customers are mad, but your revenue is so high. Yeah. I'm sure there was a line of people with bags of money trying to give you either loans or equity positions that would have made your life a lot easier. How'd you have the disciplined to say no, or were you just too busy to even hear the conversations? I knew what this was becoming.

34:53Hudson Leogrande:And I'll say it right here. I'm a$5 billion a year company in the next 24 months. I'm bigger than Abercrombie in 2028. We're going to a level of like, I want to go beat Nike. That was my mindset back then. When I was getting those conversations of, yo, we're going to give you money. Yo, well, I'll buy a piece of your company for this because I know you guys are in a, you know, and people knew the scalability and behind closed doors, I would have some conversations with my closest friends that would say, hey, I know a guy.

35:21Sean Frank:I didn't like any of those guys.

35:24Hudson Leogrande:I know what they see. They see green and they see an opportunity to try to implement themselves in a business that's skyrocketing, but also is having problems. And I had never experienced that before because I had never been there. And I did not have the friendships of people in my circle yet, like you and Jeremy and Jared and Ben and all my friends now that I have, I didn't have the advice. And that, by the way, I know this is off topic, but that's why I do this stuff for free. Because I wish I had a Hudson when I was 19, because no one gave it about me. I paid for mentorship and I had two people tell me, why would you ever compete with Josh?

36:03Hudson Leogrande:No, you should shut down oral care business. These are guys I'm paying money to saying that.

36:09Matt Bertulli:I'm like, are you - That's so busted.

36:11Hudson Leogrande:Yeah, I mean, we saw what happened with that. So my point is like, dude, no one gives a shit. Everybody wants to take, take, take, take, take. And that was why I stayed away because I knew if I can make it out of this and I could grow from this and my stress levels, my capacity for stress can increase and we could actually get through this year, next year is going to be insane.

36:34Matt Bertulli:And then last year was unreal. It was an unreal year. Sean, it's the, we're getting a growing theme now. Everybody's coming on here telling us the give back, give back. Hudson, we've been saying this, this is part of the reason we do the pod. It's a big part of it is we just got to help people. There's so much collective knowledge in the community. It's like, why not just create a platform to distribute it? This second year is interesting. Is this where the obsession about the customer came from? Because all of a sudden, customer problems show up. You're like, oh, I need to actually really focus here.

37:06Hudson Leogrande:Yeah. In the first year, it was more get the business afloat and actually have a business. And the second year was everything.

37:13Matt Bertulli:Dude, I respond to every customer that DMs.

37:16Hudson Leogrande:I get like a thousand DMs a day and I literally will respond to customers that tell me about their stories or if they're having a problem with their order. I will answer them, screenshot it, send it to my team and say, handle this, figure out why to have it and fix it. I am so obsessed with the customer experience now that we've hired the best in the world to maintain this. So yes, year two was like customer, customer, customer, customer. And then last year was even more customer.

37:42Matt Bertulli:Okay. So then my second question is, you said you're like, I'm going after Abercrombie. I want to like Nike is where you're aiming. Do you think about or consider any threats to the business? Like, do you, you're such a like, dude, you've got like offensive lineman vibes. Like I'm just going to charge through. Like you're a rhinoceros. That is like so clear. Do you ever check your flank? Are you ever thinking like, where can threats come from?

38:10Hudson Leogrande:Yeah, yeah, dude, I get sued all the time. Like, brother, when I got my first lawsuit, I wanted to jump off my falcon. I was like, is this a hit? I get sued all the time, dude. You learn, again, thank God I have friends that have been through it, but like, yeah, dude, it's part of the game. No, you know what it is, Matt? Like if it's going to happen anyways, why would I fear it? Like I'll just work through it. What are you going to do to me? What are you going to do to me? Like what, what are you going to do? No one's going to beat me. So if you can't beat me, something catastrophic has to happen to our economy.

38:51Hudson Leogrande:Consumer sentiment is down. The highest it's ever been since 2014. Yep. There's businesses that are growing. It's not just comfort. So like, it is like, you got to go through, like it could be the best year ever. It could be the worst year ever. It could be this. Like you just got to adapt. You got to pivot. We've pivoted so many times on the fly because we just knew that that was the only way. And we got to test it. We got to take risk. But I always say like, it's again, it's not a cockiness thing. It's like, if it's going to happen anyways, I have a team. I have a group of lawyers that are on payroll.

39:21Hudson Leogrande:I got a whole team that is very defense focused. Like they're all there looking at, you know, how do we do this? How do we trademark? How do we patent? How do we make sure? Like, you know, but my whole thing is like, I'm going to move the business forward and launch great product, continue to connect with customers. We're going into retail this year. We've already gone international. That's doing very well for us. We have roadmaps in place to be. We're not just like the Wild West, and that's how it was in the beginning. It was the Wild West. The whole team would just shoot and hope that we would hit a couple things.

39:49Hudson Leogrande:It is more calculated now, and that's how the business goes.

39:53Matt Bertulli:Here at Pila, AppLovin is the most incremental new channel we tested in 2025. Its self-serve ads manager Axon is now open and they're offering you$5 ,000 in credits when you spend$5 ,000. Every single one of us is looking for that next best place to put our ad dollars. It is just one of the laws of D2C. There are now brands spending six figures a day on ad loving. That kind of blows my mind, but it is true. And there are brands that are running it as their number two and number three channel after Meta and Google. That is super impressive. You would be foolish to at least not try it out in 2026.

40:28Matt Bertulli:Go to nine operators.com slash app loving to give it a shot. Oh, you'll also get access to the live operators mastermind we ran with over 25 e-commerce heavyweights plus our step-by-step playbook to channel expansion, nine operators.com slash app loving. Let's get back to the show.

40:49Sean Frank:One of the most impressive things about you as an entrepreneur is your ability to reinvent traditional systems. Like, oh, I can't get paid to work. I'm going to be really early in Snapchat. I'm going to be really early to TikTok. And I'm going to really care about, I'm going to ignore celebrities and I'm going to go really into UGC. And even the pre-order aspect of your business, nobody does that. And everyone would tell you it was a conversion killer. Everyone would tell you it was a bad customer experience. But your ability to be like, no, we're going to do this and it's going to work. That is one of the most innovative things, I think about you as an entrepreneur is like your ability to, to, to reinvent social norms, to, to, to work this stuff out.

41:28Sean Frank:Where does that come from? I think people give up too quickly on things.

41:32Hudson Leogrande:I think that they hear a friend of a friend that had a bad experience trying something and then they never want to try it. It's like the demand's there. What's the alternative? What's the worst that can happen? People don't convert and they don't buy.

41:47Sean Frank:Okay, cool.

41:48Hudson Leogrande:Now we got to go, what's plan B, C, D, E, F, G? There is no end to how many plans we're going to have in place to solve the problem. There's always a solution. There's always a way out. So I always look at it as like, if I don't try, then I'll never know. So I might as well try. And if life wants to smack me in the face and tell me it wasn't a good idea, I'll be like, all right, we'll try the next time. And you got to do that as an entrepreneur. You have to, And your team has to, you know, they got to believe in your craziness a little bit, you know, my day to day has changed tremendously in the business, but like they all trust me for the finalization of decisions.

42:27Hudson Leogrande:Even if I'm not as educated as they are on what it is, it's just at, you know, we have founders intuition. We understand our business more than anybody. So we know, you know, this is the best way to go about this. Let's go try this thing and let's see what happens. But yeah, I think it comes from just like, I've risked everything in my life. I've sacrificed everything. I've parted ways with everything to be where I am today.

42:48Sean Frank:Why would I stop now?

42:50Hudson Leogrande:Why would I get cold feet now? I'm going to find a way out of it anyways.

42:54Matt Bertulli:And I think that's how a lot of people should be. I don't get ego or cockiness vibes at all from this. To me, Hudson, it's somehow, given your background and your whole history, somehow you just have an incredible mindset when it comes to this. and it's it's almost like a uh like whatever's gonna happen is gonna happen anyway so i may as

43:15Hudson Leogrande:well just have a lot of fun and do all the cool stuff i would tell you bro like i i i don't dude i was like pb and j's every day bugs crawling on my clothes no money broke nothing nothing nothing nothing think about that nothing think about nothing okay literally zero zip nothing and then you make it work and then you you you wuss out on that can't work if you see what i've seen and you've been through what i've been through and you've watched this game over and over and over again bulletproof it's it has to be it has to be like you need to close your eyes and envision the life that you want you need to look in the mirror and believe that you are who you say you are you have to trust yourself and you have to say like this is the biggest thing if you ever look in the mirror and you feel insecure or anxious with yourself you need to sit the down and dig deep and figure out where that is coming from because everybody has that little self-doubt in the beginning i did i used to have thoughts when I was in the shower.

44:29Hudson Leogrande:I paid for an apartment in Miami that was definitely above my means. Comfort was making a little bit of money. We were doing like 10 grand a day at the time. I got this apartment in Miami. I still have it today. I have this view outside of the bathroom and I'm looking out and I'm seeing South Beach, the Venetian Islands, everything. I remember like that little like devil on your shoulder. Dude, what if you lost it all?

44:55Sean Frank:What if this fails?

44:57Hudson Leogrande:What if all this goes away and i just start laughing out loud in my shower and i'm like try that with someone else because that is it right like and i dude i've had people that are founders tell me well you know the hype and shut the fuck up focus on your and that's what you have to do as a founder because there's people who are going to disguise themselves as your friends or people that are going to give you advice, but they're just projecting insecurity secretly. They're better at it than most. So for all the founders that are a part of building, you can't listen to anybody, even your own family.

45:36Hudson Leogrande:You literally cannot listen to anybody that is doubting your vision because you have the vision. If they had it, they would have created it, but they don't. That's why you're the one doing it. That's the bulletproof mindset you have to have as you grow. Just nothing else matters. So yeah, that's why. But thank you, brother. I do appreciate that.

45:53Sean Frank:Hudson, you have so much clarity on everything you do. I think the clarity has gotten you to where you are. So maybe let's talk about last year and the future. The triple digit growth has continued. This year, you guys are going to do a billion dollars in sales. I mean, I really believe you guys are going to get to$5 billion. There's nothing stopping you. You've passed all the great filters faster and more profitable than anybody else. And I do think the product expansion is going to be a huge part of that. You brought up a black swan in the economy. If the economy goes down, dude, you guys are so well positioned in that world because you guys are affordable.

46:30Sean Frank:You know what I mean? It's like everyone can trade into comfort. It's great products at great prices. So I'm not worried about that at all. I definitely believe the$5 billion is coming. I was going to talk to you about the TikTok shop nature of your brand.

46:42Matt Bertulli:Sean, can you start at the last year, there was a threat that it was even going to be banned. Hudson, you're legendary on TikTok shops. So what the hell did you think then?

46:50Hudson Leogrande:And Rev didn't even drop when they had the outage. Rev went up.

46:56Sean Frank:I was just going to say, this is a misconception about comfort. Everyone I talk to is like, oh, you guys are a TikTok shop brand. But I've talked to you and they don't understand the inner workings. It's like TikTok shop is your fifth biggest channel. Like it's not even a major part of your revenue. Now you guys are the, as of today, the number five TikTok shop. Sometimes you guys get number three. Sometimes you guys are number 10. But check today, you're number five. It's a meaningful channel, tens of millions of dollars a month. but I understand how your business works and the actual shop portion's not that big.

47:26Sean Frank:So I'll explain what I think or how you've explained it to me. And then you correct me where I'm wrong. You guys have a team of affiliates, 500 to 50 ,000 people have posted about you guys and they post content and they get some organic exposure, right? That has gone down over time as TikTok shop and TikTok has changed, but you're getting 10 to 20, 30 % of your sales from organic affiliate posts. But then you're taking those best posts and you're running them as ads on TikTok, GMV Max, so you can promote them through shop. But you're also taking that content and you're bringing it to Snapchat and to Meta and to everywhere.

48:00Sean Frank:And you're still paying these people affiliate commission on top of that. You're paying them percentage of spent. So really it's just a content engine where you're getting the world's greatest content that already goes viral and you're amplifying on every single platform. And then it drives your website to do$100 million a month. So it's like people pigeonhole you as, oh, that's just TikTok shop. But I think it's just one very small part of this very elegant strategy, being mission first, right? Having people that believe in the brand, being affordable, that you can be for everybody, right? And then also now a crazy product development.

48:31Sean Frank:When I talk to you, it's like, look, yeah, we're going to do blankets, but you've said you're going to do X, Y, and Z that are coming, that is going to make you guys 10 times bigger. So am I right about how I'm saying that or am I wrong?

48:40Hudson Leogrande:Yeah, no, you're right. It's all, the easiest way to put it is we have content being made. It gets uploaded on TikTok. It gets repurposed on all channels. That's what it is. And the girls are all like mini CMOs, right? Or the guys are like mini CMOs. They are the marketing officers. They're the ones that are driving their own styles of content now. I no longer train them how to make content. So like they do it all themselves, right? So if you think about it, my marketing team is very underdeveloped. I don't have anybody in marketing. I have a head of growth. I have my media buyers. I have my director of influencers and I have my affiliate manager.

49:21Hudson Leogrande:That's it. I have five people. That's my marketing team. We don't need anybody because no one is as good as the people that are creating the content. So for us, it's like we know that this style is what is going to be working for years to come. and who knows, maybe something changes in 10 years from now. I don't know, right? Maybe AI replaces everything.

49:40Sean Frank:You never know. And at that point, we pivot to everything.

49:42Matt Bertulli:But the point is

49:43Hudson Leogrande:like, yes, it's all repurposed content across all channels. TikTok shop, thank God, because I was closing a deal with a strategic that pulled out because they said they were nervous that if TikTok got banned, that my business could go to zero. And I was like, you actually are out of your minds, but no problem. Let me show you the stats of what happened to our store when we had the 14 hour outage. My store is up 4 % in revenue on the day of yesterday. It was a Tuesday to a Wednesday or something like that. It wasn't like a Saturday to a Sunday or a Sunday to a Monday. I was like, it doesn't affect our store because where do all those users go?

50:26Hudson Leogrande:Back to meta. So it's not like we're going to lose out on any of that. And yeah, it's a very small, we could be the number one TikTok shop brand today. I just have to draw my ROI targets, which are around a five. They're very high. I have to make money. I am not a subscription brand. I am not a brand that has funding. Every dollar has to make me more dollars back. And I don't really care. We teeter, but I could just turn it, I could lower it by one point and I'll be number one tomorrow morning. It's just about like, how do we continue to drive the revenue, get the creators excited, and then continue to pay them in other ways too, right?

51:02Hudson Leogrande:Just build a community. So that's kind of something that we've done differently than most brands. And I think that's also the future, right? Like, you know, I could have been the guy to say, hey, I'm going to pay you 100 bucks a video, 200 bucks a video. These are creators that have never made money before. Yet I'll have someone that stops working with me, but says, hey, Hudson, I still want you to continue running my ads. I pay people a year later on videos they made me a year ago because that's the type of business that we run. we don't do bad business. So like we, you know what it, yeah, it's more of an expense to me, but it's like, if I'm making money off the video, I'm paying, you know, like that's just what, that's, that's the deal we made.

51:38Sean Frank:I don't doubt you guys could be number one, but what I'm trying to say is you guys are not a TikTok shop brand and Metacube or whatever. Like those brands live and die if TikTok gets banned or not. But like, I think when people look at you, like they don't understand the content is, is being repurposed with a very large paid budget everywhere else. And it is just, it is your content flywheel that there is affiliate exposure. There is organic reach you're getting, but really you're treating these affiliates like production studios and not like a transactional, I'm just going to pay for posts or whatever.

52:10Sean Frank:Right. And that's where, that's where people die. So anyway, I love that about you. I think it is a very complex strategy that people don't wrap their heads around because they just think, it's a TikTok shop brand or whatever, but like a lot of moving parts.

52:21Matt Bertulli:That's why, Like, it's just a lot of moving parts. Hudson, you, uh, you said earlier that you've sort of moved, the message has shifted a little bit as the brand has gotten bigger. Right. So, and I think maybe you were hitting on the mission oriented, like anxiety focus messaging. How are you getting creators, uh, excited and keeping them like really engaged and sort of like on mission today, you're still recruiting more. There's more people coming in. Like, how has that evolved?

52:49Hudson Leogrande:because I make them believe that they can do things that they never believe themselves. That's the truth. I show them that there's another way. The person that works a nine to five that hates their job, I show them there's another way. And I do challenges. Sometimes I pay creators more money than they actually made in commission because I believe in them and I think they're going to do well. So I give them every week a little bit more money so it looks like they're going up. And then once they finally correct the code, they're good. Again, it's founder's intuition, right? No one's going to tell you, no CEO is going to go in that you hired and go start looking at payments and how they're going to...

53:27Hudson Leogrande:I do it all off of emotion when it comes to giving people more money or putting out a bonus. I spent about$385 ,000 of bonuses in the month of November. I did an October challenge where if you made me a thousand videos for the month, you would make five grand. I had over 50 people that did that challenge and made a guaranteed minimum, a guaranteed of$5 ,000. Guess what? Some of those videos are running in the month of February. So all of the idea behind that is like, I know what it's going to become. I just got to incentivize you and make you believe in yourself until you crack the code. And the code can be cracked because it's just the process of duplication.

54:07Sean Frank:Everybody knows that if it works,

54:09Hudson Leogrande:just do it again. If it works, don't do something different. So pretty much we incentivize a lot in the beginning. And I believe that once they finally make a good amount of money, they no longer need the motivation because they're now self-motivated because they finally have that little light bulb that says, you could do it. You actually could do this. And that's probably one of the most beautiful things for us too. We could hire people for a flat rate, but you won't feel the emotion behind the content the way that you do when people are really in it. They have to have ownership mentality.

54:45Sean Frank:Dude, yeah. And you've done a great job. I think people have leveled MLM against comfort as like a slur against you guys. But the difference is between you guys and MLM, people aren't making money recruiting other people. They're making money - Yeah, there's no levels. Yeah, totally. They're missing the L. yeah there's there's who comes now doesn't know what an mlm is no exactly that makes no sense to

55:14Hudson Leogrande:me come on a day mlm mlm no it's not a mlm that's what i love when people do that do you know what an mlm is i was a part of clearly not on accident like i didn't know i was 16 commission commission floats to the top percentage percentage percentage talk guy makes all the money my creator jordan has no incentive or no money being earned on Megan. They make no money off each other. My creators have zero interest in anybody else's money. The only thing I've done that is paying my creators money outside of commission is if they get on phone calls with other content creators that are thinking about starting with us and they talk to them around this person's skeptical.

56:05Hudson Leogrande:I used to be skeptical. Let me talk to them and let them know. And then from there, that skepticism dies out very quickly. You're not talking to the founder that's very biased, right? That's the only thing that we will do. We will bring our creators in more and give them more jobs inside of the business, which keeps them here, but gives them more purpose and allows them to also see how a business is ran. Because I've also had people ask me like well don't your creators want to go start a new company i don't they think like they could go do it and i'm like if they said that tomorrow i'd be like dude go do it and i literally hope that you become bigger than comfort but they know when i'm being sued when i'm having a bad day what has happened in my life if i took gas x and had an allergic reaction they know they know the business they know it and that also allows them to have clarity of the business It's not siloed where they only see one thing and they believe everything is rainbows and butterflies and it's not right.

57:08Hudson Leogrande:They know when tariffs are hitting. They know when TikTok shop is going through problems like they've been the last two weeks a little bit wonky since the shift. You know, so they are aware and we are very vocal with them about those things.

57:20Sean Frank:We also, I mean, you've shared what some of these creators are making. And if you could make$2 million a year posting TikToks versus running a business and blowing your brains out, it's a pretty good life.

57:31Hudson Leogrande:Exactly. I'd say, you know how much money you have to actually make in a business to pull$2 million out of it? Like, how much money you have to make? No, again, it's just like people saying MLM.

57:43Sean Frank:It's like you just don't know, but you wish you knew, so you just do it. Comfort as a business, I think, is very complex. and it breaks just a lot of laws of physics for a lot of brands. But when I talk to you, you see all the pieces coming together. You're willing to do things other people aren't. You're willing to break traditional norms and you have a product people believe in at a very high quality and affordable price. It's like, yeah, of course it's going to be successful. Now, let's talk about the mental health aspect because when I met you, it's something you're incredibly passionate about.

58:14Sean Frank:It's something that you raised tens of thousands of dollars as a hobby, basically, for all of these charities. Is it still a core part of the brand mission and ethos, or how do you feel about it?

58:25Hudson Leogrande:Bigger than ever. We raised the mastermind in Florida$185 ,000. We raised, I think, over$50 ,000, but we did the one in LA. We donate tens of thousands of dollars a month to the ADAA. We donate a lot of money to them. We're doing more partnerships. You know, this isn't public yet, but Sephora wants to do a collaboration with Comfort. They work very closely with Rare Beauty. Saluna Gomez is a huge advocate in mental health. We do collaborations with We're Not Really Strangers, which is, you probably know, drama, like, you know, his brand and what they're doing and their mission. You know, so we've gone more away from, like, what's going to make us money and more like what is going to make people come together.

59:14Sean Frank:And I think that the money follows when you have the pure intent of actually helping people and changing lives.

59:20Hudson Leogrande:The sole purpose of the business has remained the same. It's mental health forward. I'll tell you guys this product I have coming out because this is going to be so cool. So I'm just excited to talk about it. It's a heated dreamer blanket in a king size. So it's a king size heated blanket. and on the coils is going to be lavender scented beads that will heat up when you turn it on and it will allow you to imitate a relaxation lavender scent that we are getting like pure lavender, like highest grade lavender. And we're melting it down into like a grain. And then we're having that be on top of the blanket where you can replace it, take it out, keep it.

1:00:01Hudson Leogrande:It's machine washable. And our price points are still going to be stupid low to the point that people are like, how could I not have this experience? It's never been done in blankets ever. Like this is the, like some of this stuff that we have coming out is like, how do we, how do we reel it back into like, yeah, I'm having a bad day. It's cold out. You know, I'm going to get on, I'm going to get in bed and watch my favorite show. Let me plug in my King blanket comforter. It's going to smell like lavender, very light scent. It's going to make me feel relaxed and I'm going to have the best sleep of my life.

1:00:35Hudson Leogrande:No brand is thinking in that way in apparel or in embedding. It's just not something people want to try because it's hard, but this is the things that we have. We have a nurture hoodie coming out for women to breastfeed in public if it's cold out.

1:00:50Matt Bertulli:We have

1:00:50Hudson Leogrande:an insulated pocket in a hoodie where if you want to keep something cold, you actually have a pocket that's insulated to keep items cold. We are bringing utility to product. And Sean, again, you're one of the best at utility, like what you've done with Ridge is unreal. So that's kind of like, again, like I would say, I'd be lying if I didn't say we get inspiration from what you've built. So for us, it's like, we want to think about how do we differentiate ourselves with everything that we come out with to a point that you've never seen anything in the market like this. So I'm taking someone that was not in the market and I'm bringing them into the market.

1:01:26Hudson Leogrande:I'm not running meta ads to target the person that's in the market for a blanket. I'm running an ad towards everybody that has never seen this blanket that now is in the market for a blanket because they love the marketing so much. That's where we're going.

1:01:39Sean Frank:But again, it has to reel back into the core value, which is mental health. Dude, I love the innovation. It's very obvious you guys are going to keep growing and hit your guys' goals because in the hoodie space, nobody's thinking about how to do new hoodies. You know what I mean? It's all prints and patterns, right? Nobody's about how to bring utility to these stuff.

1:01:58Matt Bertulli:I want to talk team a bit, Hudson. You have commented that your marketing team is quite small, right? Team of killers. Can you describe the rest of the company then? Because product innovation, that's work, right? Customer service at your scale, that's work. You know, supply chain. Yeah, you can use three PLs all day long, but like, man, you're managing a lot of inventory and a lot of turns. Weekly POs is no joke. Talk about the organization as it is today and maybe how you see it shifting.

1:02:27Hudson Leogrande:Uh, you know, my, uh, my job now is to put out fires and to look at underdeveloped and underdeveloped parts of the business. CXCS was underdeveloped. Uh, we, we actually talk about ops. We just raided a warehouse in LA that stole a shipment from comfort. We just got like over half a million dollars worth of product back. The best part about this is the guy did it. The police weren't in uniform. So the owner of the warehouse that robbed us, called the cops on the cops, and then came to the warehouse and got arrested. It was the greatest thing. Yeah. And I was very upset to the point that I was going to hire a team of mercenaries to just raid this guy's warehouse.

1:03:11Hudson Leogrande:I was willing to do anything. I was so upset. But again, that was a break in our system, right? Our ops team has to be better at certain things and we have to tighten things up with our shipping supply chain. So you learn things as they happen and you just continuously try to build on what's working, but also where are we? If we doubled the business tomorrow, what would break? And I'm always thinking about that because we very well could double our business tomorrow and what will break? So CX broke. We fixed it. We have, we're working with a very good agency now that's managing our CXCS. We are, you know, our product team has been way more developed than ever.

1:03:53Hudson Leogrande:I used to do all the ideation. And now we have an unbelievable team from very big companies that have come over that are, again, ownership mentality. And they build very, very amazing products. They trial and test the prototype. That's very important, right?

1:04:06Matt Bertulli:I would just launch, if I liked it, I wouldn't know what to look for. They know what to look for.

1:04:10Hudson Leogrande:I have, what, 60 employees minus customer support. We're still extremely lean. We're a very small team. I'm hoping to get around 90 people by the end of the year. We have to do it with extreme strategy. I know. But you know what it is, dude? For you guys, again, you've seen it. I haven't. I know businesses that are, I don't know, a fraction of my size that have 150 employees. And I'm like, that's a lot of people.

1:04:36Sean Frank:So, yeah, dude, I'm trying to get$5 million per person and you're going to be over$10 million per person. I mean, it's wild. You're like at NVIDIA level revenue per person, dude. It's crazy what you guys are capable of doing.

1:04:50Hudson Leogrande:Dude, it is like, it is those initial conversations of like, hey guys, this is not going to be a nine to five. We're all remote. We have no headquarters. We have nothing. Everybody works from their computer at their house. go pick up your kids from school go cook dinner for your family go go to the gym but like i expect everything to be done uh and if it's not that we just we just have a problem we're just gonna have to let you go um and we've only had to fire two people so you know no one's riding the coattails of our success because we actually don't have enough people to actually be able to ride the coattails if they're not doing if they're not doing like the job we're gonna know they're not doing the job.

1:05:30Hudson Leogrande:And we've done a, I have Jillian, who's my chief of revenue and growth. She's like my Yang, right? She's like the organized mother of the group that schedules the meetings. And, you know, and we have a people operations person that we, you know, we have these roles at the company to be able to really look through and see what's happening. But, you know, it's all emotion. I have a Monday morning meeting every Monday. I come on like a, I'm like yelling and screaming and it's like most of my teams in LA. So it's like 7am. They're like, just like opening their eyes. And then they see me like screaming and they're like ready to go.

1:06:07Hudson Leogrande:And they look forward to Monday and they look forward to the team, the camaraderie of the community. Like, you know, every part of your business. And I brought my mom to my most recent mastermind, which was a little bit, that was interesting for me. She knows what I do for a living, but she has no idea what we know and she'll never know. But she met my team and she watched me speak and she saw people who were like, dude, you've changed my company. And my mom is starting to like now understand what this thing is. And she came up to me at dinner and she goes, the one thing I really love that I'm watching is every part of your business, they all trust you and it's not just the creators it's not just the employees it's not just it's everything collectively as a whole where they believe what i believe and they don't laugh at my projections they used to a little bit yeah hudson we'll go do a hundred million okay we've never seen that happen a hundred and seventy million dollars later they're like how did this happened.

1:07:12Hudson Leogrande:And then last year, we're like, we're going to do half a billion. We sold half a billion. So that was like, that is like, at a point you have to just let go of the paradigm walls that you have up and you just have to shift. You have a block and you have to move forward through it. So I think it's like, yeah, dude, the team's dialed. Everyone's excited. We're doing everything we can. We're working really hard. We take no days off, even on the PTO, which I didn't even know paid time off was a thing until someone told me. So people take PTO and I can still see them working on their PTO because it's like dog years at Comfort.

1:07:53Hudson Leogrande:A week is really like four months. So for us, it's like you can't take your finger off the pulse for that long.

1:08:00Sean Frank:Hudson, you are the four-minute mile of Ecom, right? That's what I've been telling people. It's like everyone thought you couldn't do what you've done until they see you do it. And that's why I think you get some hesitation. People are like, well, it must be an MLM or it must be a TikTok shopper or it must be whatever. I'm like, no, dude, he's the best of product. He's making it super cheap. He's bringing innovation to it. He has a team of killers around him. And he's unlocked this like that content mattered way before anybody else. If you went to 2022, people were still trying to run TV ads on social.

1:08:29Sean Frank:And like you've totally blew the whole thing up. Dude, the four minute mile of Ecom. I love what you're doing. Hudson. Matt has some follow-up questions for you. Matt, rapid fire, hit them.

1:08:40Matt Bertulli:We do this end of the segment, this at the end of every thing, we were like, we like to do this thing called the Titan 10. They're like just rapid fire questions. We want to hear kind of like gut feel what you think, right? I'm so curious about yours now because like everybody's are always different. I feel like yours are going to be off the wall. So I'm just going to hit you with questions. I want you to answer them like gut feel, like pretty much how you've been doing everything. So Desert Island, I throw you on a Desert Island. You get three numbers and only three numbers to know how your business is doing.

1:09:07Matt Bertulli:What are the three numbers?

1:09:08Hudson Leogrande:Oh man, no, this is nitty gritty. I would say ROAS. It has to be ROAS. And it has to be this new thing that my team built, which is like Shopify revenue minus shipping and all that crap. So I'd look at that, right? Like that, whatever that is called, I'm looking at that.

1:09:26Matt Bertulli:Contribution. Yeah.

1:09:29Hudson Leogrande:And yeah, I'm looking at CPA, Roas, and I'm looking at the contribution.

1:09:35Matt Bertulli:Second one, same island. You get to bring a book, any kind of resource, any kind of book, anything that you can read, but it can't be about business. What is something that you would read?

1:09:46Hudson Leogrande:It is the book. I might have it here. It is, It's All in Your Head, Get Out of Your Own Way by Russ. That's my book. That's my book. He's a rapper. And his outlook and mindset on life is extremely similar to mine. And the way that he thinks about the world would keep me sane on that island. I would feel like when I get off this thing, it's game over.

1:10:12Matt Bertulli:Do you have a belief about business that you think is contrarian? That you think other people might think you're a little nuts for?

1:10:22Hudson Leogrande:Yeah. Oh man, I gotta be on my kind of PR trend. So I would say most people are not as smart as you think they are. And if you work just a little bit harder than everybody else, you're going to make it. That's the nicest way.

1:10:43Matt Bertulli:100%. What's the single most important word in leadership? Trust. Single most important word in business? Vision. Best meal of the day?

1:10:51Hudson Leogrande:I want to say breakfast, but I have to say not breakfast right when you wake up. You hit the gym and then you have a sick breakfast. That's how you got to do it. You don't just wake up and start eating. You got to instrument fast and then track that thing with a breakfast after you go to the gym.

1:11:09Matt Bertulli:What do you think the most overrated tactic in consumer is right now?

1:11:16Hudson Leogrande:Procrastination because you're trying to make everything perfect. It's never going to be perfect. You are never going to know until you get the feedback from the customer and your uncle Joe and your mom and your friend, they're not going to be able to give you the consumer feedback.

1:11:31Matt Bertulli:Okay, so then what's the most underrated thing? What do you think that everybody should be doing, but for some reason we just don't? Failing.

1:11:38Hudson Leogrande:You have to fail, man. Like you got to feel it. You got to know what that emotion feels like over and over and over again, because guess what? You're going to keep failing. As you get more successful, you're going to keep failing. You don't just like become successful and like you become like immune to failure. So I would say from the early stages, people are so afraid of failing, they think if they fail, they're defeated.

1:12:03Matt Bertulli:It's not true. I can't believe Sean's right. Your team is like wildly efficient. This small marketing team, I am curious to know how you guys decide on what to try next, right? So like you're clearly very deep in a bunch of things and we've talked about this flywheel that you've built, but like how do you know or how do you decide to like go try a new channel? Our main sponsor for this is AppLovin. Like Sean was super early to that and a bunch of our friends were. And I'm always curious to know like why, like why did Sean jump on that? Like why was he so fast to get in there? And I'm just curious how your team thinks about this.

1:12:39Matt Bertulli:Like adding to the machine, who decides that?

1:12:43Hudson Leogrande:I'll speak for Sean. He's extremely calculated and he can see the vision of where things are going and he understands where there's low hanging fruit. And I believe that as a founder, if you see something with, you know, what's the opportunity cost and you know that you could be early to something. And from what I know, Sean was early to a lot of things. It's just having that intuition of like, well, first of all, what's the worst that could happen? Second of all, usually there's incentive from the platform to get people on early, especially the bigger businesses. So you kind of have a mitigated risk on that front.

1:13:22Hudson Leogrande:And yeah, for us, we're on AppLovin. We're the biggest spender in the world on Snapchat and e-com. We just believe that there's these channels that are just, they're not being touched correctly. I mean, Sean's doing it with YouTube. There's just some people that are not really utilizing it to their fullest potential. And if that's the case and most people are not trying it, That's where I want to try it. The whole ideation around business is to go against the grain. It's very easy to mimic what people are doing, but normally the first movers are going to get the major benefit. Yes, there's going to be people that follow suit if they have a better business that they could actually exceed and excel past to people that started it.

1:14:01Hudson Leogrande:Like we did with TikTok shops, we saw Guru Nanda and MySmile. They're nowhere to be found now. They're not even in the top 50, but they were the first movers. They had early success. The content wasn't great. It was mass marketed and we knew that there was an opportunity if we put in great marketing. So you have to look at what has been done before you and think about how to move forward. So yeah, we'll test everything. I mean, not everything within reason. We're going to go into TV and we believe we should. I saw Ridge the other day on a commercial and in my head, I'm like, bingo. We know there's things that we have not even got involved in yet that I'm like, this could be great.

1:14:39Hudson Leogrande:And my team, they work on those things. They love to try new. My media buyers actually are a very big reason for that because they're entrepreneurs. They're not nine to, they actually own their own company. They owned an agency. They got so obsessed with comfort that I just brought them in. I still let them work with a couple of brands on the side because I know they need that for their own brain to work. But they work on my business all day and they're the ones that are hearing it from other people. And they're like, we got to go, we got to go. And I trust them, right? Businesses trust. And that is why we go and we do those things.

1:15:12Hudson Leogrande:So it's always collective. The ideation around dictatorship and business is why people will leave you. I am not the boss. I work for my company. I help and assist my company. And maybe I make a decision on paper, but if my team is telling me we're going left, I'm going left. I'm not going to say, you were going right. I'll go left. And if we couple left and we go right. I'm going to make all of you feel it on why we went left, but I'm going to stick with you and go left first. That's the way that we do it.

1:15:42Matt Bertulli:Dude, I love it. This is great, man. This is so good. Sean, anything else you want to cover today? I'm so good. Hudson, this was fire.

1:15:49Sean Frank:Yeah. I just want to say thank you for being open, being honest, sharing what you do. You're going to inspire the next generation of great econ brands, right? People are going to watch you do a billion in sales, then 5 billion, then 10 billion. and they're going to watch you go public. And it's just going to inspire what's capable. It's going to make my business better, I'll make Matt's business better, and then everyone listening. So thank you for doing it. I appreciate that you do it for free. I appreciate you do it for charity. And this guy is going to the moon. I appreciate everything you do, Hudson.

1:16:18Hudson Leogrande:I love this. No, this is great, man. I love this. And yeah, I appreciate you guys a ton. And I hope this gets good feedback.

1:16:30Matt Bertulli:that will for sure be the best episode we ever release