Lost $65M OVERNIGHT: Here’s What Dan Fleyshman Did Next!

0:00Sales cures all. The sales and the marketing and the hype of like look at my brand, look at this, we did a NASCAR deal, the main Utah State Fair, we're the brand. like marketing caused demand. Monster Rockstar Red Bull. That was my arch nemesis. The 800 pound gorillas. Monster Rockstar Red Bull. And I got Costco to drop Rockstar for me. They actually came back to Costco and paid them 2.5 million to take me out. Like energy drink wars. I've been living in Malta. Built up this poker site. Fifth biggest poker site in the world. Netting. Net net six figures a week. All right. 100 million. That's the goal as an entrepreneur.

0:30Dan Fleischman, another$100 million entrepreneur. Welcome to the podcast. Thank you. Thank you. Buddy, I want to start with first and foremost the losing money making it back story. Yeah Tell us a bit more about that story because I think it's a great lesson for people about resilience and what it takes It was April 15th at 10 10 a.m. I was at the Bellagio Casino I get a phone call from Dan Blasarian. Where are you? I'm like, I'm at the Bellagio He said why aren't you in Malta? So I had a poker site based in Malta and I'd been living in Malta built up this poker site fifth biggest poker site in the world netting, net net, six figures a week.

1:07Five employees at five grand a month each. That's my total overhead. I'm living in an apartment in Malta by myself and just crushing. We have tens of thousands of players coming into the poker site. I fly into the Bellagio because I'm about to have a meeting at the Hard Rock with this guy that invented the slot machine loyalty card. Got it. Sold it for$440 million. He owned Jeopardy and Wheel of Fortune, the licensing to all slot machines. Rich, rich, right? I have a 12 o 'clock meeting with him, 10 10 in the morning i just lost 65 million dollar company in one phone call yeah and i walk into this meeting and he goes man you look like somebody died something yeah his name was edward fishman he was in his 80s and he i said turn on the tv so he turned on the tv and there it is all over espn cnn everywhere the fbi had seized full tilt poker poker stars all my competitors I log in my website.

2:03Nothing happened. I didn't get in trouble. Nothing happened to me. So I manually pay back 41 ,000 players the next four days. Instead of about to get a wire on the 19th, April 19th, instead of April 15th, lose$65 million. Wow. I'm not bitter or anything. You know, I teach business owners, you're going to have an exit from your business. Either you kill it, it kills you. Right. Or you get it to run without you or you get to sell it for something. We're all going to have an exit. That one was just a little more sudden than you probably wanted. By the way, I will say this. It's the best thing that ever happened in my business life.

2:42Because from that moment, I never put my eggs in one basket again. I became an angel investor in 43 companies. I started throwing my live events. I started my charity for the homeless. I started this. I started that. I started speaking. Everything started when I lost everything. Yeah. I think that sometimes getting it, and I won't say it was easy that first time around, but getting that success sometimes stops our innovation. Like that loss demanded Dan innovate in life, in self, in everything. Why do you think it is people don't demand innovation of themselves? What is that? They say they sit on the floor and cry about it.

3:24I had every right to cry, right? I just lost$65 million. April 19th, I'm supposed to go to Costa Rica with a bunch of models, do a photo shoot and poker pros. And I rented out a whole resort called the Gaia Resort. I had it all lined up. Instead, I could have sat on the floor and cried about it. And by the way, some of my competitors are dead or in jail, and some of them committed suicide. Because it was billions of dollars lost. And for me, I just wanted to fix it. I wanted to make sure that all 41 ,000 people that didn't withdraw, there's hundreds of thousands of players, but 41 ,000 I had to manually pay back.

3:532011, try it now, but 2011. It was like the ice ages for technology and because of that being immersed in trying to fix the situation instead of crying about it Once that week went by I didn't have emotion about being sad I just had to figure out what was gonna be next which was all the everything else. I remember as a young man when I Had my business partners decided they liked my money more than I did You got those stories too for you. Yeah, I moved back in with my parents which you want to have a humbling experience it's like hey mom yeah um but i remember my dad just came and said listen make a list start at number one i said i don't know he says you've made millions of dollars yes i said yes he said do it again right not not complex i hadn't lost the knowledge sure lost the money so let's we do three layers of business here on the podcast getting to your first million getting to your first 10 and then scaling to a hundred sort of thing let's go back to what's something that you thought when you first went into business that you'd argue against today like when you're a young man start and getting your first million what would you argue with that today and how would you teach it different to yourself and to others so my first million I was 17 and a half and it was here in Las Vegas at the magic convention at the Venetian Hotel and I couldn't even get my business card to get inside I couldn't I didn't have an idea to get inside the convention I just think my way in and we wrote over a million by the way is the clothing convention exactly in Vegas It's 1999.

5:19The booth next to me is Damon John's FUBU brand. Oh, really? On my left is Sean John. So Diddy had his brand. He launched the same show I did in 1999. Sean John also became a multi-billion dollar company. And I'm 20 feet booth in between these two million dollar booths next to me. And we wrote a million dollars in orders. And I remember my older brother and my partner's dad called us. And when we told them, oh my God, we got over a million dollars in orders from Nordstrom's and Miller's Outposts and Mervin's and all these brands, blah, blah, blah. they said pack up and come home it's a four-day show and on the first day we wrote a million dollars in orders and we both like separately what are you talking about right and uh it was because of what you're exactly thinking we weren't ready didn't have a manufacturer how was i going to make a million dollars in orders i literally didn't have a manufacturer i made my t-shirts for the booth at the by the beach in san diego at a print shop how was i gonna make denim they didn't do denim and so I'd say oftentimes I like people just get started and get out there but you also have to have things set up and the 17 year old version of me had nothing set up I just knew that I had a funny catchphrase who's your daddy that's what I was selling I was going to get a big booth 20 feet not 10 feet I was going to spend 4 grand not 2 grand like I thought I knew everything because I was 17 and so now I'm obsessed with telling entrepreneurs about setting up shop corporation and your LLC your website What if someone wants to pay you?

6:43What's that contract look like? Just the basic setup shop before you go out there Yeah, that balance of demand and supply If you're and this is the challenge for a lot of business people though because I'm gonna flip this back to you You're a genius at demand, right? Most business owners their genius is supply, right? They're 80 % supply focused and 20 % demand focus Because how did you become a genius at demand rather than supply? And what can people learn from that, especially to that first million? Sales cures all. If I get sales, my investors are excited. My employees are excited. My other clients are excited because I tell them about I have other chain stores.

7:27So if I say I got Miller's Outpost, Mermans, and Nordstrom's, and you're at Macy's, you want to buy from me, don't you? Because my competitors bought from me. Sales cures all. So I would go out there and just the sales and the marketing and the hype of like, look at my brand. Look at this. We did a NASCAR deal. We're the Salt Lake City, the main Utah State Fair. We're the brand. Like marketing caused demand. When I did the Utah State Fair deal, it was Coca-Cola for 16 years. Then they switched to a little energy drink for two years, two-year deal. How did I do it? I didn't have the$1.8 million they wanted per year.

7:58I got$3.6 million a year from Smith's Grocery Store. Smith's Grocery Store bought$3.6 million. I netted 1.8, gave that to them, and I made it for Smiths. You get tickets to the fair. You get four of them for$20 for every four-pack, which is only$8, at the store. So you spend$8, you get$20 tickets, and you get the drinks. They did like$11 million in sales. And so the little engine that could to fight with things, my long-winded answer is, by creating the sales and marketing, everything else starts to fall in place, and it forces you to level up. Yeah. Most people hustle at the start on doing the job.

8:36You were the opposite. Your hustle in the beginning was the sales and marketing. Yes. Was that just a mentality, a decision? Was it just your nature? Which way? So I was trying to do everything I could morning, noon, and night. Yeah. And so I knew that if I had sales, I could go out and get more investors. I knew if I had more capital for investors, I could do more manufacturing. I knew if I did more marketing, people would be more excited by my product. More excited about my product, I can then get into the other chain stores. If I could do that, I could create customer demand. I was just building it as I was going, so I don't have a rocket science answer.

9:10I was 17, 18, 19, when I finally launched an energy drink, I was 23. I took it public on the stock market at 23 years old. I had no idea what that meant. Zero, actually zero. But there's something you've said in your answers that you just say naturally, and most people don't get it. you were bringing on investors from day one for sure most business owners try bootstrap it hustle and grind they they go through that share with me the mentality of bringing on investors other than why i didn't have any money i had to so i had the sales and i could go get the sales here's the problem in the beverage space or food and food and beverage that whole category let's say you get an order from costco for one million dollars great job brad sugars you got a million dollar from Costco on January 1st.

9:56You don't ship to them until March 1st or April 1st. So it's 90 or 120 days. You're putting up the$500 ,000 to make the million dollars of product. Once they receive it, let's call it April 1st, it's net 30, net 60, or net 90 when they pay you. Let's say they love you, it's net 30. That means May 1st is your first chance of getting a payment. But Brad, your drinks are actually really good. And they start to sell through after two weeks. Hey Brad, guess what? You're getting a West Coast regional buy of$5.6 million. Brad, You got to come with 2.8 million dollars you scrambled and mortgaged your house for the first 500k.

10:28You haven't been paid yet Mm-hmm. I knew we were gonna be great in my mind And so I was going to where the puck was right the hockey's in the hockey Yeah, Wayne Gretzky analogy and so I knew I was gonna be in tens of thousands of stores and I needed a lot of capital to do that and If I didn't do it none of it would ever happened And too often you see these brands like why did this snack company or cookie company raise 18 million? They needed to survive Literally for for air for the retailers because they were doing so well If you suck at your business the capital is just gonna burn on your overhead If you do great you are gonna need a war chest of capital especially in food and beverage And that's what my life was the first 10 years.

11:09Yeah. Yeah, I think that It's great that you were in a business that demanded capital. Yes a lot of people go into business that doesn't demand capital so they never learn how to raise it they never learn to be good just touching on that for a second i've always said to people raising capital is the same as selling anything it's just a sale yeah you're going to meet with a bunch of people and you're going to sell them you're going to pitch them an idea and some will buy and some won't thoughts on raising capital so the first round is friends family and fools yeah Right

11:45The the friends family and fools because they're gambling on you Yeah, you might have the best product. Let's just use the energy drink Brad has this amazing energy drink. He knows someone at Costco That's all fine and dandy You have to bet on that person that they are what I call ride or die When you get that capital so for when I say to people if you're gonna raise money you better know you're gonna work on this thing How can you find out taste it go try go to the go to the chain store go to the convention go to magic Etc. Sell your clothing sell your drinks sell your whatever your products are And once you know that people believe in that product And they're actually willing to buy it you should for sure raise capital Yeah, because you are now in an uphill battle if you go there.

12:26No one wants to buy it Please don't raise any money because you can't change customer habits People have to want to buy your water your books your product your coaching anything They have to want to buy it. No amount of marketing is going to make them reorder something. Meaning, I can get my drinks onto a shelf once. If it doesn't sell through, that's it. If someone buys and they taste the drink and it doesn't taste good, that's it. No amount of marketing gets past bad product. Yeah, I can think of a few of those. Of course. Especially in sports energy drinks. It's like, yeah, some famous guy who boxes, he made a sports energy drink and it's awful.

13:02billions in sales and then has an 80 % drop. Yeah. Right. Cause it's just not good. Yeah. So I'm a dear friend of his, but we've watched it happen. It's the proof is there, right? The quality of product has to be there. I know that like, cause for us, actually coach 32 years doing this. Why? Cause our coaching works. Yeah. You know, it's, we don't have customers with 20 years because it didn't work. They're here because it works type thing. And so that's that. All right. So your first million, you got to hustle your butt off. You got to be amazing. You got to do all that stuff. Part of that lesson of the capital is the 10 million because it's rare you're going to scale.

13:40Scale needs capital. It just does. Human capital, financial capital, intellectual capital. Let's talk about bringing in intellectual capital. Are you a fan of agencies, staff? Where do you, because for speed, intellectual capital. Talk to me through that one. Yeah. So I like to work with agencies in certain categories that are category specific because you're never going to have someone as good as them because they don't spend as much money as them. Meaning anyone that I always see these people post on Facebook and everywhere. I want someone with five years experience that spent over a million dollars a month and blah, blah, blah.

14:16They don't want to work with you. Yeah. They can sell four grand a day of freaking couches and pillows and napkins. Let alone why would they work for you for your whopping 12 grand a month? No. So rather an agency that's got 42 guys like that, that is paying them all six figures each and giving them equity. They have wisdom of the crowd because they've got 62 clients. They're spending a hundred million a year. They've got, so I like hiring agencies that have proven track records, not small agencies. No offense, small agencies, you can't do at scale. You just haven't spent the money. Well, that's for us.

14:49Like we go to an agency and we got a thousand offices around the world. And I'm like, all right. So if I send all thousand of my people to you, how will you handle that? And they're like, yeah, we can. Of course not. Thank you very much. We need to find someone that can scale with us. For sure. And then they've got to have the capital to scale with us too. So I think that's important. So where do you hire internally rather than agency? Yep. So people that have to live and breathe the company, right? I want a COO. Sometimes I want a CEO if I'm not running a business. I need a true someone to handle accounting.

15:25If it's not an accounting firm, I want a real CFO. A lot of times, the main thing I'm looking for is I want sales, but I'm open to sales agencies. They're a bit disposable because they're hiring and firing all the time. So I'm open to agencies because a lot of times it's replaceable if I have a good product. Like me selling action coaching, I can do that in a heartbeat because hire eight guys, four of them suck, four are good, one's a superstar, whatever. Like I can burn through it. Internally though, I need someone that's the administrative assistant that lives and breathes us I need someone that's the CEO that's operating just us does nothing else is not a consultant Just lives and breathes us And so I want my C-level executives to be my main A lot of the people here in the administrative are interchangeable Yeah Because if they are not bringing in sales or making an impact for me I'm not as concerned but I do want my administrative assistants dealing with my C-level executives that they are ride or die.

16:22And I want to pay them higher because I want them to not leave me. Yeah, it's interesting. They pay peanuts, get monkeys sort of thing. 30 % more money and you get someone who's twice or three times as good. And they don't leave. You don't want to waste months trying to hire someone new. It costs so much money when someone leaves. You know, I remember doing a speech in Dublin and the guy after me was Sir Richard Branson. It was like, yeah, the Australian convict and sir. And someone asked him, you know, do you ever worry about training your people and they leave? He says, no, we train them so that they can leave, but we run a company so good that they want to stay.

16:54For sure. And that's a big thing. You mentioned sales agencies. We have sort of a rule of thumb. If you need a large team of sales, we'll hire in-house because you can. You can burn through four or five and keep the rest. But if you need one or two and you build on one guy or one gal and they leave, your whole sales is done. let's then talk about um the distinction the you know the old what got you here won't get you there for sure getting to a million versus getting to 10 what are the things you have to change dramatically to go from superstar at one to get into 10 your emotions with those people letting go what yeah because a lot of times you're hiring your friends and your uncle and your dad and your brother to get you to a million and they can it's really rare they can get you to 10 million And I pinky swear none of them will be there at 100 million.

17:47You might not even be friends with them, unfortunately. Yeah, I've found that you generally have to demote people as you scale the business. And if you're not willing to demote people or move them to the side, people give people a C-level executive title well before it's needed. Because titles are free. Yeah, but they're not free when you go, okay, my CMO at 2 million a year spend is definitely not my CMO at 100 million a year spend. No, and they shouldn't be and they couldn't be. They don't have the experience for it. And people are like, oh, but this, but that, but they've been with us from the beginning.

18:20That's all fine and dandy. I pinky swear they're going to go get another job just fine because they got the experience and go get them the best approval, stamp approval from you to go get them another job. They cannot, should not be your head of sales or your CMO when you're going to 100 million. How do they know how to deal with outdoor marketing and buying billboards and buying bus stops and buying freaking Super Bowl commercials? How? No. You know what they've done? They've run Facebook ads for you and some TikTok ads. Yeah. How do they know about SEO and Google? They don't know. They can't spell SEO.

18:52But even hiring agencies. Like a CMO at that level has worked with a dozen agencies. They probably come in and go, yeah, we'll use this guy for that. These guys for that. These guys for that. Rather than let's guess. Right. You know, you don't go to Rome and get a tool guide that grew up in Philadelphia. No. You know, you go to Rome, get a tool guide that they were there. what's something that gets you to 10 but stops you getting to 100? So what gets you to 10 is you going out there and just calling. Just get the sales, go to the conventions, go to the trade shows, the systems and operations, convincing the clients that you had at 10 million to scale with you.

19:32Meaning, if I go get into Costco, Ralph's, Wands, and Albertsons, and I want to go to get 30 more chain stores, the business is going to go bankrupt. It will. Compared to all store buy from Costco all store buy from Ralph's all store buy from bonds The four that I had all store buys from them can get me to 100 million better than getting the 30 chain stores That's gonna cause complete disarray Shipping trucking systems operations net 30 net next season and 90 all different terms Every single chain store needs own marketing program. I gotta do point-of-sale displays for them I got to do you know the newspapers that come to your house the coupon ads I have to do outside marketing I had to wrap vehicles.

20:09I have to do so much stuff around one Costco. If I go try to do it for 30 different brands of CVS and Walgreens, everybody else, I'm literally going to go bankrupt. And so going from 10 million to 100 million is typically with the same clients, just going all in with them. It's an interesting strategy. So it's really do something once, get great at it, but have customers that can take you to that. Let's go backwards a step. Most people don't think of doing business at that level. The big companies sell into a Costco, sell into those sorts of things. How did you get comfortable with that in the beginning?

20:44Or was it just natural for you? So I wore the brand every single day from 17 to 23. When the energy drink launched and we went public, I carried the drinks with me literally everywhere. Like I would have it in my pocket. A 16-ounce can, one pound, was in my pocket at all times. I would have an energy shot, a little five-hour energy size shot in my pockets. In my car, I didn't care if I was warm. I'd bring you ice. I carried my brand literally every morning, noon, and night. If I was at a funeral or a wedding, it was in my car. And then I would slip it into the wedding afterwards and bring it out during the party.

21:13Like, I always had it. And so what made me comfortable was, everywhere I went, I talked about it. I was at the car wash. I promised you were going to get into the car wash. I stopped at the gas station. I talked to the manager. Everywhere I went to the restaurant, the bar, the nightclub, the college, everywhere I went, I talked about my product. Everywhere. So when I was talking to Costco, it's the same thing. and by the way if you walk into Costco and you're already in 406 stores in the area guess what you're getting into Costco because the security guards know about you the secretary knows about you I made the ecosystem know about me because I would take over a market before I even walked into the big chains that ecosystem theory is something that's amazing that I don't think people understand give us more depth on that I think that's really important I've got a perfect fun story for you so I really wanted to get into Walmart obviously that's the holy mecca of chain stores for context if you get a four-way of t-shirts so four t-shirts it's an 11 million dollar opening order for four t-shirts got it that's back then imagine now it's got to be 20 30 40 50 million right and so i want to get in walmart what did i do before i set up the meeting i sponsored the high schools within 10 miles because guess who their parents are yeah they work in walmart right i sponsored limo buses for their prom I sponsored the football teams I sponsored the baseball teams I actually was sending care packages to all of the main players on the football and baseball teams the basketball teams I put coolers in the locker room before I even called Walmart guess what?

22:45I actually didn't call Walmart they called me everywhere they went and I only bought two billboards the exit to get into Walmart corporate headquarters oh that's perfect and on the way out, I'm serious I know you're serious, that's perfect I got pictures of all this. And so they thought I was everywhere. I'm a top 10 energy drink in the world because in their mind, they saw me everywhere. Yeah. And they finally, and they called me. And I went there, and the meeting's a lot different when they call you. Because they're getting pitched the other 900 drinks in the market. Remember, Costco, Walmart, they really only carry three or four brands of any category.

23:23Monster, Rockstar, Red Bull. Monster, Rockstar, Red Bull. That was my arch nemesis. The 800-pound gorillas, Monster, Rockstar, Red Bull. And I got Costco to drop Rockstar for me and I got Walmart to place me instead of Rockstar Rockstar actually came back to Costco and paid them 2.5 million to take me out like Energy drink wars. Oh, yeah. Oh, yeah. It's a fun thing in any product or any business that you're in that's gonna be the case 100 million. Yes What what is it that most people don't realize about getting to a hundred million and above? So that's been my life since 2019. I created 100 million mastermind experience I use the word experience going to our seventh year now And the whole concept was I'm gonna bring in guys that are doing 10 million or more To get coached by guys doing a hundred million or more because it's a huge difference The whole point of your podcast is that difference When you get into that place you need to go kidnap the best executives you can You want to build the best I'll just keep using energy drink go get the vice president of a monster You want the best CMO?

24:25Go steal the CMO of Red Bull. Point blank. Go kidnap the best person from your competitive field. And often it's the number two or three at that place because they're capped. They can't get the CMO role. They're junior. Yeah, they're the next guy down, next gal down. Yes. And when you do that, what's really interesting happens is you'll usually get one to four more that come over. You'll get one to four more executives that come over or staff members or supporting roles that come over. And so oftentimes I'll get someone to come to the company and I get three more people from that company. It's really fascinating what happens because they're capped or they've been there for three, four, five, ten years and they're frustrated.

25:04Or, you know, it happens in corporate culture and I do everything I can to keep them. And by doing that, the people are what scale my companies. Right. I'll give you a quick example. My elevator studio, my agency for the first nine years in 2011 to 2020, every caption, every post, every contract, every wire. I did 110 ,000 posts. You saw Kim Kardashian post a product. I wrote the caption. I'm taking the picture. I dropped the fashion of a dress off for her. I'd go to Tyga and Kylie's house. I drove there. I'm not kidding. I drove there and dropped off. Hey, you want to post about this book for Brad?

25:40I wrote the caption for Brad. I did the contract with Brad. Brad wired me the money. I did the contract with Kylie. I did everything. I hired a CEO 30 years in the game. My name is Joey Carson. He was the CEO of Buena Murray. So he created real world simple life with Paris Elton all these big shows way above my pay grade Yeah, my company's doing 18 million. I'm gonna pay this guy mid six figures give a big chunk of equity And I've never sold a piece of equity. I owned the whole company and still to this day I went from 18 million to 60 million that year. I Started the hundred my mastermind that year.

26:15I started speaking to her that year Everything happened the year because I finally unshackled myself from the office and and my ego thought I had to do everything. Went from 18 million to 60 million because I got to go out there and bring in more clients because now I'm on stage. I wasn't in the office 19 hours a day, 16 hours a day, 14 hours a day. And so going from 18 to 60, that happened, the same concept of 10 to 100, that happened literally because I brought in a CEO to replace me. And I became the face of the brand and he became the actual operations. Love it. I remember when I first retired myself and my daughter was born and I was like, I'm done running the company and and I went and spent four years being a dad yeah running charities and the company grew faster without me running the damn thing right than it was why because our goals were based on market penetration not based on Brad's desires Brad's goals right thing you know so I love that factor what's one thing that business owners should stop doing what's the one thing that they should all just stop doing it's killing their profits or it's killing their growth sort of thing what do you notice something that you mentioned earlier they're literally wasting hours of day doing mundane stuff the$20 to$100 an hour things how dare you do that as a CEO like how dare you sit in meetings for three hours each I don't allow three-hour meetings with eight people in it that's not a three-hour meeting that's 24 hours you got eight of my staff for three hours each why is my marketing guy sitting through three hours why is my sales guy sitting through three hours say their piece for 15 minutes and get out go work say your piece for 22 minutes and get out go work we waste so much time in these things and so when you think about oh i'm just being efficient i'm sitting on every meeting i'm doing every one-on-one meeting i'm what are you talking about you think you're worth 40 bucks an hour like why are you dealing with the phone call for this why are you why are you calling wells fargo for this like what on earth are you talking about your value should be hundreds of dollars an hour hopefully thousands of dollars an hour and at some point tens of thousands of dollars an hour for the company if i was an investor in your company and you're literally doing two hours of blah blah blah what two hours of blah blah blah is 10 hours a week 40 hours a month 480 hours a year of blah blah blah if you're worth thousands of dollars an hour 400 times four uh it frustrates me so much and people want to get paid to speak right and so that's my hourly rate yes if it's not going to be worth me being in something for that then why am I even worried about it sort of thing like do you mow your own lawn no how dare you mow your own at 22 I said a 25 an hour rate that if I could pay someone less than 25 an hour I would never do it again for the rest of my life yes so obviously that rates a little higher today but you know but the concept is the same like if you if you believe you make hundreds of dollars out for your company how dare you spend 25 an hour of your time mowing the lawn cleaning the pool etc.

29:10People are and people are proud of it like I still mow the lawn I still clean the pool. You are literally paying to do that. Hundreds of dollars an hour. Yeah. Yeah I had a guy one time tell me he enjoys mowing the lawn. I'm like it's just because you don't have a yacht. You know it's more fun doing bigger toys and if that's your best toy your lawnmower then let's change it up. All right final question. What's the price of success and would you pay it again? The price success is a lot of your relationships. The people that don't understand you or won't put up with you and won't fight with you, like it's typically wives, husbands, children, close friends, if they don't understand that you're just wired that way, you're going to lose the relationships.

29:54And some of them are going to fade away even if they understand you. But would I do it again? Yes, because my greater purpose. And my ultimate goal is if I go do these things, I will help the world. And I also say this, I would resent some people in my life if I stopped. Yeah, if you held yourself back because someone else didn't feel comfortable. I remember years ago, and I'm sure you've experienced this, whenever I go to a sporting event, I buy a suite rather than tickets because then I can bring 16, 20 friends sort of thing. And one of my buddies just kept saying, I can't go. I'm like, dude, why not?