Marc Lore

The guy in front of me was on that list, but I never thought that I would actually be able to convince him to slow down for a split second and actually talk. But here we are, and we're in the room. He's an entrepreneur and investor or father. Uh even better, he's a New Yorker. He started and sold for companies, with many more in the works, one of them being diapers dot com, which she sold for just under five and fifty million dollars, and then jet dot com,

which he sold for three point three billion dollars. And those that's real money, that's not crypto, it's like U S dollars. He also recently started adventure fund with a very very small athlete. This guy some people know him named A Rod and if that wasn't enough, he beat Jerry Rice in the forty r Dash, which is insane. Anyway, I'm super excited to discuss how he makes it all happen, the all amazing man in front of me, Mr Mark Lord. This is one of my favorites. Let's get into it.

Welcome to another episode before I get into everything else. Uh, you're a New Yorker, you love New York. This is your spot right now. We're in Tribeca and you quarantine through here. But you're from Staten Island. Staten Island until I was ten years old fifth grade and moved to New Jersey. So talk to me before we get to the companies and and everything else. I want to go through about those kind of formative years in Staten Island. Uh, and how you think that made an impact on your

life today, Like, did you think it did it all? Yeah? Well it's interesting because I think it definitely did. The first four years of my life we lived above my grandparents, you know, part of their house, like in the top floor, and then from four to ten lived in a multi family kind of home and it was very modest. Growing up, we lived in a predominantly Italian, Irish Catholic neighborhood. I didn't even know what a Protestant was until I was moved to New Jersey. So I was at least in

sixth grade when I thought everyone was pretty Italian. Yeah, I just thought everyone's Catholic. Everyone's Catholic. I don't know about you know, Italian and Irish, but I didn't know anything else. It was incredibly uh diverse. It wasn't diverse at all. And you know, I had a thick statin

on accent. And then we moved to New Jersey and was thrown in this like small thirty four kids in a class, uh, super diverse, you know, like you know, maybe there was one other Catholic, you know, in the entire class, and it was every nationality, and they made fun of my accent. And I was this like just assumed to be dumb because I had this like thick, you know, stating own accent and it was a jock and just you know, it was a very interesting juxtaposition

to go from that to where I was. And I you're kind of forced in a small school, especially diverse, to be sort of friends with everyone, and it's not typical, I think to grow up and go to a school where you're friends with people you never would have been friends with if you were in a bigger school and just found your crowd. Like if there was a whole crowd of like Italians Catholic Italians there, I probably would have gravitated toward that. But no, I was like the

only one. So you're friends with everyone. My two best friends are you know, Indian American to this day, you know, And I think that really helps shape me a lot in terms of like empathy and values and how to understand people different viewpoints, the benefits of diversity, appreciating people for who they are as opposed to like what they look like or where they come from, and things like.

It was a really cool experience. I didn't really appreciate it until many years later, but you know, just it's part of your you know, it becomes part of your DNA. After a while, I was not into school at all. I told my parents, like, the school doesn't give homework, and they did and I never did it, and I didn't do well. But I did have like just a natural gift for math, so that kind of carried me. I really haven't completed any fiction books. I haven't completed

any fiction books yet in my life. So I wasn't ever into books growing up in grammar school and high school, and then just kind of carried on, you know. I start reading, I tried, I get through like the first few pages, and I just start thinking, and then I closed the book and I just spend time thinking. I can't. I can't get through more than a few pages. Um. So I always feel like reading takes time away from thinking,

and I'm a thinker. I like to think. I don't know how people actually read, because it's like you're committee to somebody else's words and I don't know how you think and invent same time you're reading. Interesting. I just never read. Do you get bored easily? I do? Yeah, definitely, Yeah, definitely get bored. Yeah, I get what's funny. I get bored unless I'm focused on a specific vision, you know, like there's something and then I can be like I can and be laser focused, but it has to be

toward a very specific golden like focused on Otherwise. Yeah. No, Like I don't do TV like stuff like that. It's just tough, got it. No TV, No books, just thinking thinking. That's why you have that crazy terrace upstairs. You can just go out there and you can think and invet, that's awesome, that's I do. I wish I knew to say that to my parents, like listen, you guys the books and then for me, I just I need more

time to think. Did you know early on that you wanted to be an entrepreneur or not work for other people? Because you when you graduated school, you went into bank, you got a job because that's what you thought you were supposed to do. No, I had no choice, really, so I did when I was a kid, so four years old. Um Grandma used to spend all the time, my grandmother and just ask me, what do you want to be when you grow up? She's always just to say this to me. And I always said, I want

to be a farmer. Now, you don't want to be a farmer, doctor, lawyer? No, I want to be a farmer. Why don't want to be a farmer because you grow stuff from nothing? Yeah. I just loved as a little little kid this idea that from a seed grew something and which is basically entrepreneurship. And throughout my entire childhood I did every entrepreneurial business you can think of mowing lawns, recycling, you know, newspapers, um lemonade, stand baseball cards, like anything

to sort of make a buck and be entrepreneurial. But when I graduated college in ninety three, like I had no money, didn't know anything about startups or that didn't really wasn't really a thing. Nine I'd like stocks. I had followed stocks as a kid, was interested in it, and I I was like, okay, I'll go work for a bank. It didn't occur to me that it was even an

option to be an entrepreneur or something. So I went into banking, and like each year and banking and I started getting more and more anxious, like I don't like the culture. It's all about mercenary as I call it, you know, just all about making a buck. The values weren't great, and I was more mission oriented, as like an entrepreneur as a kid, like what's the mission? Like what are we gonna go out? And how are we going to change the world? And it never it just

felt wrong. And every year I was doing better and better and better in banking, and probably about six and a half years into banking, I was chief risk office and doing really well, making a half a million bucks a year. I just had a kid, and I'm like, it's now or never, Like I need to like go do this and be an entrepreneur. So I just went in my boss's office and quit and just said I'm going to be an entrepreneur. And he laughed at me and said, well, you don't just like walk in and

just say I'm going to be an entrepreneur. Like what's the business? I said, I don't know yet. I just know I can't figure this out when working eighty hours a week for you. I need to like quit, focus, put together a bass plan, raise money, think and and so he's like, you're crazy, and I'm like maybe he's like, well, can I be a first investor because I just have a feeling you're gonna make this work. And so you put fifty grand in And that was like the start

of the start of it. And what was that company that was called the pit? It was Sports stock Market and basically combined my love for sports with stocks. I got my two best friends from from grammar school and I said, you know, and to quit their jobs to go do it together. And it was like the most fun time. Learned so much about entrepreneurship. Um learned what a CAP table was. We're in the first venture capital meeting. Uh, and we're just sort of like saying, here's the business

and everything of that. And then then I never forget the venture investor I think his name was Tom Grant, and he said, uh, he said, uh, so can you just walk me through the cap table? And we're looking at another and anyway, he said, the cap tables I don't know kept black. You know, I don't like cap table. What's a cap table? And they were like, maybe you guys should come back, should come back when you know what a cap table is. So that was that was

pretty funny. So you know, everyone starts from the bottom, you know, there's no you just just learn. You get thrown in, throw yourself in and learn, you know, trial and error. How much did you end up raising for that business? Ultimately five million? It was only angels, no institution. We couldn't get any institutional because we didn't know what

a cat table was. So so friends, people you knew it was like it was yeah, it was basically my boss at Santua Bank, but the first fifty and instead go talk to these two people and then every two people we talked to. We said, okay, were the interested or not int do you know two people? And it was literally like this tree we had built and we talked to like a hundred and twenty angel investors and we got had a good hit, right. We had that sixty people to invest on average what is that like

eight tho each? So it was like just clawn, you know, trying to raise that five million UM. But then the market crashed. This is this is on the nastack in two thousand just got destroyed. Forget about. We couldn't raise venture before. We're definitely we're going to raise venture after UM.

And we were nine months in and we're the business was doing well, was getting some action and fortunately the Tops, the baseball card of Zuoka gun manufacturer, came in and said, hey, you know, we like what you guys are doing and we'll give you a five point seven million for it. And we're like, we'll take it because there was literally the market was destroyed and even our investors were like, wait, you're gonna make money in this market, yeah, take it.

So everyone back, pay everyone back and uh. And then worked in side tops and that's where we got the idea for diapers dot Com had that idea come about. I was basically, I mean I had a baby at the time, so paying me ask going out for diapers all the time. But the way it came together was

I was literally in Google. They used to be able to like search to figure out how many times have searched term was searched in Google, and they remember typing the word diapers into the search engine and it said two hundred thousand times it was searched in a month. I'm like, wow, search two hundred thousand times. Nobody's buying diapers online. That's interesting. People want to buy them. They're

not online. I certainly want to buy them online. And the baby that's pain in the ask, going to like diapers every every few weeks. So I thought, well, let me see Amazon. I mean, no, Amazon, they sell diapers, but they're like three times it's expended, Like nobody's buying diapers online. Why, Oh, they're a lost leader. You know, Walmart and Target they saw m at a loss. So now if you want to ship them there big and bulky and shipping everything. So everyone's like the scars and

like you can't make money. I was like, yeah, but why they were lost leader in the store. I didn't know anything about retail. I was like, Okay, they're a lost leader because it drives traffic and it drives moms to the store. Because yeah, interesting, so it's a lost leader. So why couldn't you be a lost leader online? Well, you're gonna lose a lot more money. Yeah, but there's a much longer tail of products I can sell mom because there's unlimited shelves based online. And that was sort

of like the breakthrough. It's like, Okay, we're gonna sell dipers, We're gonna bring people in and we're gonna sell them everything else, and we're gonna lose money. The problem was the manufacturers wouldn't sell us diapers direct because they thought it wasn't gonna work. So what do we do. We had to go to Costco b J's and buy the dipers in the wholesale club. So we literally go into sell the diapers for let's say forty dollars a box. Then we go into Costco and buying for forty box

and pay ten dollars to ship them. And we were funding this ourselves, so it's like, you do know, Mark, you're selling a dollar for ninety cents and I said, no, actually selling a dollar for eighty cents, but that's okay. But but yes, the plan is we're gonna sell these dollars for eighty cents and then when we get enough people shopping and we're gonna then sell them stuff that

we actually make real money on. And it was painful in the beginning because we're literally like having to go to b J's and buy these diapers, and we stopped buying them. Yeah, but we buy them the day that they were sold because it was But then it got to the point where we're selling like truckloads of diapers. So me and Vinnie, we're going Vinnie barras co founder and best friend, you know, we go to we go

to uh b J's, and we have a deal. If we leave them some diapers, they will pack them on the eight and wheeler in the back because they have the equipment and stuff. I'm like, okay, great, we'll leave you diapers. That's a great deal. Okay, we still have to pay money and stand online and go through and it's like ridiculous, right, and have all the things and everything, like with the cashier. Yeah, with the cashier, we couldn't like do it like you know, like through like why

or anything heavy. You're a diaper broker. Yeah, basically a diaper broker. And literally two years into it, Proctan Gamba Chamilli Clark still not selling us diapers and we're like, we're selling thirty million dollars of diapers. You we can't keep doing this. We're like clearing out wholesale clubs, like, we gotta figure this out. We gotta figure this out. How many people work for you at that time still

really lean, like Vinnie and I were doing everything. It was probably like you know, diapers a year, probably like six people crazy crazy and buying them from the thing and shipping them, going to like UPS stores and just like putting all these boxes in yeah basically yeah, but putting the labels. I would be out on the front law on these boxes and you just put the labels on it and put it on the truck and bring it to FedEx and UPS and Silt the website who

bought the platform for you, Um yeah, we had got build. Yeah, you just designed it personally. You guys just said this, we design it, no firm. We designed the logo you know, and this kind of stuff. Yeah, we did everything, and they beginning and but we couldn't keep this up. We're burning a lot of money. Now we're burning a serious

amount of money. We basically took it, funded ourselves to the first eleven million that was That was the first two years, the eleven millions, and parked kemal Clock still wouldn't sell us the diapers, and it seemed like there was not even close to selling us. So we came up with the city like, oh, we got what were we gonna do? What you can do? Okay, we need a reason for them to sell us. We need a reason.

And we're like, you know what, what if we took all the diapers from BJ and left nothing for their customers? Don't they have to don't they need diapers? Like yeah, but they're not gonna load the truck. All right, Well let's let's go for it. So we went into Pj's and we talked to the man. You said, hey, sorry, you know this deal, it's off. We need them all.

We're taking them all. And he's like, no, you can't take them all, Like, well, there's nothing We're gonna buy all the diapers, right this is anybody could come in and buy the dipers. You can't stop something from buying them, Like, oh, you're right, we can't, but we're not loading the truck, so good luck, Like, oh, ship, we can load his truck. A team real and mean Vinney were like boxes and like it was just a war of wills, like who can last longer? You know, We're we cleared them out.

Customers are coming and complaining, right, and but we're like loading the truck and these diapers Like man, dude, I don't know how how long can we keep loading the truck And like I don't know, I think you're gonna break. Man. They have no diapers to their customers. They're gonna have to like call Procton Gamble. We're like, listen, you can solve this pain. Just call Proctor and Gamble Kimberly Clarke and tell them to sell us diapers. Then you're good.

You off the hook. And like, after like a few times to do this, they did, like we broke them. We were like sweat and we're like pounds. So like, dude, I don't know how long we can do this for, you know, but they broke first. They called procting a game. We're procting. We're called us and said, Hey, one of our big customers UM asked us to sell you direct or a good client, and we're gonna do it. We don't believe in it, nothing's changing how we feel about

your business, but we will sell you direct. And that's how we kind of like, you know, got direct and then we raised venture at eleven run rate, and then we took it to thirty six and then ninety and then yeah, two and it was like and he started started hiring back office people to run it, and then we started hiring people to run it and everything. But the first eleven million was like just a few employees, Like it was like probably anything we're doing everything we

do in the accounting, marketing, web design, customer care. It was diapers, wipes, and then we added formula at that time and that was pretty much it. Yeah, how much until it did you end up raising before before you exited? That's it? That's it crazy. And you just use that for pure expansion, just for hiring and build hiring marketing. Yeah, and you sold him what year was sold in two thousand eleven? And did the buyer come to you or was it something that you were thinking about, Hey, it's

time to turn to South two is an eleven. It was not like a great time. No, it wasn't a great time. And uh so Amazon bought us. We actually had an offer from someone else for a hundred million more, but we took the Amazon offer because Amazon was being pretty. They've been pretty tough. They cut the price at diapers. They were paying to burn a lot of money to put a den in our business, and they were they

were pretty. They were pretty tough. I'll just leave it a tough tough But the other are acquire that offered a hundred million more. There was this one clause in the sort of agreement that said, um, as long as there's no adverse changing your business between like signing this and then like actually closing, we're good. Everything else we're good, and we're like, but no adverse change, Like do you

realize Amazon is gonna kick our ass? You realize that, right, Like, yeah, it's okay, don't worry about that, Like, no, you're worried about it. It's clause here that says everything else is great. Just take out this one clause. We're done. They wouldn't take the clause out, and so like talk to the board of directors and said, hey, like I don't think they get it, Like there's this clause here and we don't understand what they're trying to get at, like like

they're gonna kill us. And so like that's a good point. You know, five is not bad. It's not bad. So we sold the Amazon And I always always talked about this. Is like people say, oh, man, this is your first big exit, Like you made a ton of money, Like you never need to work again. You guys must have been so excited. We're literally depressed, Like Manny and I were just like after after the close, we're like do we get a beer and go celebrate? You want to?

Now me? Now, let's just let's just call it a day. You know. It's like it's literally it was the most depressing day because we sold out. So you aren't building anymore, right, we don't build anymore. And I always talk about this. It's like the difference between selling your company and selling out. Selling is okay? Selling out, it's not. It's like you have a mission, uh, you know what you stand for, a set of values. You have a vision of what you want to become. And if you can sell the

company and that stays intact, they needn't sell out. It's actually you're accelerating. You know, you have more capital, you have more resources, you you can go after it with the help of the acquiring company, which is what happened with Walmart. We didn't sell out. We we sold it, sure, but we were still you know, the vision of like creating you know, a formidable competitor Amazon that was still alive. And well when we sold the Amazon, we're sort of

like pushed in a corner. Guys, just keep doing your thing, like doing our thing, but you own us and you also have a diaper business, and what do you mean do our thing? Aren't we gonna like join forces and let's go you know together. And I was like, no, just keep doing anything. Over the side. It was very like you out. Yeah, I was like just watch it like it was just terrible competing with the owner and

it was just very very not fun um. So yeah, So I always talked about that as being like, yeah, we sold out, but most people would then like, go to the beach, right, Well, I wasn't going to the beach. So how did you get the idea to build your

second company? To build jet dot com? Okay, that was the fourth but yeah, but the second big one, right, second big um just inside Amazon for you know, two and a half years, continue to build Vipers dot com and we hit a bunch of other sites like wag dot com and soap dot com, these other websites and things, and uh, it just felt like we had learned so much and still felt like there was a knee for a formidable number two competitor. The market was growing fast.

It was so big e commerce and it was growing, and I felt like we can you know, I use this acronym VCP vision capital people, and I think that's all it takes to create an incredible business. And we had the vision UM. We thought we could get access to capital just giving our track record, and we thought we could hire the best people in e commerce in the world, again given the track record. So it's kind of hard to pass up the opportunity because you're primed

and ready to get primed and ready to go. And that's what we did. We raised a ton of money up front, so yeah, just I mean just the pitch deck. I think we raised fifty five million with the pitch deck UM and we're able to hire an incredible team and then we followed it up with another quickly five million pre launch. So we had a lot of money

and uh and made a great team. And I always feel like with businesses, if you hired an incredible team and you're in the right size market at the right time, you're never gonna lose because there will always be a strategic that's interested in that right Like, you know, because if if there's a lot of big companies like, wow, we need to be in this space, it's the right time. It's massive, Okay, we can't do it ourselves. What's the best team in the world. Oh, look at jet dot Com.

They've got the best e commerce team in the world. Why because they have all this capital, they hire the best people and so it's it's as I always felt it was defensible. Some people are against like don't waste too much money early, you can burn it in the wrong ways and things like that. I've never been like a fan of that strategy. I would always say, like, raise as much money as you can, as early as you can, and hire the best team in your industry.

If it's a big enough market to support, it's got to be a big enough market, the biggest tam it's gonna be the right time. But if you literally hire the best people. That's what we did with Archer, the flying car company that I invested in two years ago. Two founders came in, sat on the couch right upstairs and said, we have this vision for this flying car. It's basically a drone that carries passengers and it's safer, a faster, cheaper, all this stuff, big vision. And I'm like, Okay,

that's the v I get it. It's the right time. It's massive market, massive tam and well, the two founders are great, their second time founders. They had a great exit, loved them, had all the values and traits that I admire, and I think it would be really successful. It's about capital. So we need to hire a great engineering team, the best in the world. And what they told me was, Mark,

we need five million. Now we're going We'll go out and hire we know where they are, will pull the best people from the best companies in the world, will have the best engineering team, and then we need to raise fifty million to build the very best um flying car. And then once we had that, then we should be able to go out and raise a billion. And this was two years ago, and I said Okay, I totally

get it. I'm gonna put five million in here. I'm gonna help you hire this great, best in the class team, and then I'll kick off the fifty million dollar round and help you raise fifty and then you're on your own. And played out exactly that five million. Hired the very best team in the world. Raise fifty because we had the best team in the world. Now we're building the best aircraft in the world because we have the best team and all the learnings from everyone else before us.

And they spacked and raised a billion, all within two years, and now it's at three point seven billion dollar market cap company. And it started with a big vision and capital in this mentality of like, we're gonna hire the very best. I don't mean just good people, I mean the very best in the world. And if they didn't raise that billion dollars, there's plenty of companies out there would say, wait, you only put million this company. You've got this incredible state of you are playing in the

very best team in the world. Yeah, so how do you find the best people in the world. I get hiring problems all the time, right, there's lots of how do I even know that the person in front of me is the best. You're just looking at competitors who already through the process, and so you're just coming in and poaching. Certainly, there's the best people tend to work

at the best companies, so in the space. So so that's I think that's one Existing companies are to disadvantage in some ways because they can offer the upside you can at the startup. So I think there's there's a reason for people to leave, which is always great. Um, but also I've just I've also hone my resume reading skills tremendously over the years. I used to get burned all the time early so many things I just didn't understand about, like what things to look for in a resume.

I think a lot of people that like look at a resume and see, like I'm looking to hire a CFO. Okay, this person is a CFO and there's this company, and you're like, okay, great, I'll interview them, and you talk to them like, oh, I really like this person, and in an hour interview like yeah, let's let's hire them because I like them. And you didn't really study the resume. You didn't do due diligence. You sort of just just saw that there's a CFO and you like them, and

I call it honey you get honeypotted. You know, you just like like the person because they're like you. You think, okay, this is a great person to get a beer with and stuff. But they're not a superstar. Most people aren't. If you say superstar, if you define it as top ten percent, only one in ten people of superstars. So

how do you find the one intent? Every time? I think on the resume, if you are really um focused on only accepting a certain type of resume to interview, much less chance that you get you get burned or get honeypotted. And like, I've now pretty good track record if a resume qualifies a superstar, and then I bring them in and I'll interview them for values and traits, like what are the traits to be sure it's a good cultural fit. But I don't have to worry about

whether or not the superstar. A lot of times it's not even people that actually have the exact experience. Sometimes you have to sacrifice the experience. But I've never sacrifice the superstar resume, and superstar resu may there's a few qualities that jump out UM. The most important of which is um, did they show a demonstrable level of success in every job that they're in, which may seem like yeah, of course, of course they no. No, like look at

the company. Understand how many years are there and how many years like the top people and the companies would get promoted like their Procter and Gamble and they're there for five years. Well, I know when you get in Proctor Gamble early, you should get promoted every two years. So if you don't have at least two promotions, that's the yellow flag. But if you're a Proctor Gum of five years and you have two promotions, great, now you're leave in Procer and Gamble. And this is the most

important part. When you leave a job, superstars see step changes in level in camp, in company step change. You don't see a step change out. So so somebody's like you know, the starff and their career and their associate, their senior associate, their manager, and then they leave and you're like wow, director, like that was a nice step up. It's a better company. And then they go director and then two years later senior directing like, oh I know

that company two years of director to seniorrector. That's they must really like this person senior director and then there for two years and there four years, five years while they like state that companies a while, these big moves and their senior director and I'm like, okay, I'm not moving a lesson's VP boom VP s v P. Like wow, this person in you know, college twelve years has gone from graduate to s v P at a good company. I know that s v P and that company that

that's gonna be one of the youngest. People like that, that's a superstar. And I can short resumes to people and they'll say, you know, I totally get it. Yeah, that that's a superstar. Okay, then just don't settle, like wait until you see a resume that has and scream superstar and then bring them in. Most people doesn't work

like that. How many companies are you invested in right now? Yeah, Vision Capital people, there's probably six companies of which m CO founders so really involved, two of which that's your day. You're working on those companies all day today. I'm watching those companies, are working on the Timberwolves. I'm working on congrats on that. By the way, thank you crazy. Yeah, where do you think e commerce goes from? Here? We're post covid, We're out of it, we're post post right,

it's vaccinated. Covid showed us a lot about what people can do from the home, from their computers. People are trying to bring physical products to the Internet more than ever before. Right, No one wants to go to stores, but they kind of do, Like what do you what do you think we are in? From the guy that a lot of people think predicted the future anyway, Yeah, I think there's two with the early stages right now of what I think will be two big mega trends

in retail. One is social commerce and the other's conversational commerce. UM social commerce. We just announced that we just arod and I just invested in a company called now with UM the connect connects brands to inf answers. I think there's a really big future on people buying products off social media platform So I think that that's that's a that's a megatrend, that's early stages, and the other one

is a conversational commerce. I think people will be using text and voice to basically converse things that they want to buy with someone who knows them as well as their best friend, who has the knowledge of the most uh knowledgeable person in the showroom floor of a specialty retailer. Um. And I think search engines in twenty years are going to be something people will laugh about, like the cassette tape, Like so you needed to like go to a search engine.

You're typing one toaster and you've got ten thousand responses and how did you know what's to buy? And you had to read reviews and filter and search like that seems tiring. It is, it's tiring you. You should be able to just say to you in a conversation away, Hey, I want to buy a toaster, Oh Ryan, yeah, of course, I know. I know what you would ideally want. Here, let me give you a couple options, and you're like, this one's great, but have one in black? Yeah great, boom,

I'll take the black one. And then it's just done, like there's no you just converse and and and shot. That way, you don't need to to this archaic you know, search engine and do all this work and scrolling, especially on products that are more commoditized, like I'm sure you know there'll still be some clothing apparel and things like that that you want to browse and discover like discovery.

But for the most part, most things you don't need discovery, you know, you just you just need something for anyone who's listening. And I think, um uh, you've been awesome and taking a considerable amount of time with me today,

So this has been great. Um But like as a last little piece of advice to people who are you know, either out of work now or thinking about quitting their job or doing something they don't like right, kind of like where you were when you're in the bank, great job, it's fine, and you're on that ledge of hey, we can go and do something much much better for myself. What what what? What if I do you have for those people who are just too scared, too nervous. They

have responsibilities, there's life. It's not going to work out, like it's one thing to say yeah, but you never know, so just go try it. Yeah. I think I have a have a unique advice here, and not everyone shares the same way of thinking. My advice is there's no halfway, Like you can't dip your toe in, do it on nights and weekends and things like that's the chance of it working is just so much lower. My thing is like jump, like literally put yourself in a position where

you cannot afford to fail. Some people do the opposite and say, well I can't do that because I can't afford to fail. Yeah, well, put yourself in the position that you can't afford to fail, and you won't like you just won't let yourself um, and so it's uh, there there are people capable of doing things that they don't even know are possible. I'd like to use the six gear analogy where I think, you know, you're working in a bank. I was killing myself working eight hundred

hours a week. People lawyers and things, lots of professions working really hard. You're in fourth gear, and people like fourth gear. No way, man, I'm in sixth gear. I'm like, d I can't go any harder? Is you can? You can? Your life not on the line. You're not gonna get killed if you if if you know, if you get fired, you'll find another job. Like you're not in six gear.

When you actually jump and you quit and you have a family and you have to pay bills and you quit and you have a certain amount of money before it runs out, and you have to make it work, you wind up doing things that you didn't know you were capable of doing. Like literally, it's like it's like if I told you, let me look at you're in good shape. But if I told you, like you need to like bike across the country in thirty days, you might say, no, way, I can't do that. I'm like

out of shape. That's like, you know, a hundred miles a day for thirty straight days. I can't do it. Okay, gun to your head, kill you if you don't do it suddenly like you do, I'll do it. You know, you might be like nearly dead when you get there, but you like in your mind you think, no, I won't die, I'll figure it out, like I'll somehow someway, I'll figure it out. That's kind of what happens with

with entrepreneurship. When you put yourself in that position. You go from I can't I'll figure it out, like I'm not gonna die, I'm gonna figure it out. And and it's just there's a different thing that comes and takes over your body and your mind and enables you to focus in a way that just would be impossible if you had like one ft in. So many people do that like kind of like try it or and they're like, I don't know why this is not working, like I'm I'm like, we have a full time job. Like you

gotta quit, you gotta go, you gotta jump. Big Money Energy is hosted by me Ryan Sirhands. It's produced by Mike Cosparelli and Joe Loresca and executive produced by Lindsay By More podcasts like Big Money In or G on the iPark Radio app or wherever you get your podcasts. H