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- [00:00]
A
And my guest today, Scott Clary, is somebody who. I've been following his content for a while, and then I realized he actually lives in Miami. And I wanted to bring him on the show because he has such incredible, insightful insights for entrepreneurs, people building their businesses.
- [00:13]
B
How do you know what's going to work or not if you don't just ship it?
- [00:16]
A
And he actually interviewed some of the top entrepreneurs in the game. He sat down with a bunch of billionaires.
- [00:20]
B
You can handle the shit that life throws at you. You can always bounce back. You can always figure it out. You can always rebuild.
- [00:26]
A
And I wanted to sit down and ask him, what does success mean to him?
- [00:29]
B
Success means fulfillment across all parts of
- [00:32]
A
my life from all the people that he's interviewed. What are lessons that he's been able to apply to his life that have 10xed his business?
- [00:38]
B
Whatever you start with, that's not going to be the final version anyways.
- [00:42]
A
And so our conversation today was really framed around getting intimate with yourself, so I hope you enjoyed the episode. Well, I'm excited to have you on the show and chat about everything.
- [01:00]
B
Let's do it.
- [01:00]
A
Okay.
- [01:01]
B
That's going good.
- [01:02]
A
Yeah. It's scaled a lot since you started. It's. It's exciting. It's only. Only been 18 months.
- [01:07]
B
Come a long way, but you know that if you've done more than 10 episodes, you're already in, like, the top 0.01% of.
- [01:12]
A
I know most people don't even make it, but talking about running a podcast is a freaking grind. It is a grind. There are days that I'm like, it's
- [01:20]
B
one of the hardest things I've ever done.
- [01:21]
A
Yeah, it's like consistently showing up. And it requires discipline. It requires you to be committed. You know, these are things that we take for granted. That's why a lot of people don't make it to the other side.
- [01:31]
B
So, I mean, welcome to life. All the. All the same lessons you apply to a relationship, a business, your health, routine, whatever it is, like, it's all the same.
- [01:40]
A
It's all the same. So you, when you sat down, you told me a little bit about how so much of what you do with your health and your habits that you don't kind of discuss that much online, shape you to be a better founder, a better entrepreneur, and help you and aid your business. What are the top three things?
- [01:55]
B
Oh, top three. Well, I'll.
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A
I'll.
- [01:57]
B
I'll talk about sort of my background in health and wellness, because I never really talk about it at all, but I played every single sport. Like I was relatively, I don't say super athletic, but I was relatively athletic. So my first job ever was coaching tennis. I was very young. I can, I'm Canadian, so I played a lot of hockey. It's a very cliche.
- [02:17]
A
Yeah, it's a big thing in Canada.
- [02:19]
B
Yeah, played a lot of hockey. And then my summer sports were, of course, tennis, soccer, rugby, football, a little bit of lacrosse, like every.
- [02:29]
A
You didn't leave anything off the table?
- [02:30]
B
No, everything. I mean like, I've been like all star. Listen, not all star, because if I was all star, I wouldn't be getting paid to talk on a camera. I'd be playing, playing a sport. But if you're 16 and you're not drafted, you're not. Yeah, you're not getting paid to be a, an, a professional athlete. I was always into working out, being, being very athletic. And then when I, when I stopped playing even like a semi competitive sport, then got super fat and overweight, first couple years of university, just drinking and eating like shit, actually drinking and eating the same way that I did when I was playing a sport. But then when you stop playing the sport and you don't stop the other stuff, then you blow up. And then I got super into like lifting and bodybuilding and then I started learning about. This is way before I had, I had a career. I was like working for somebody. It was way before I started building any kind of business. But then I was, you know, interested in intermittent fasting and Martin Burkhan, before, like, intermittent fasting was really a thing. And, and like Lane Norton, before he was really a big deal on Instagram and like macros and all this stuff. So I got really into bodybuilding and I think that I'm trying to think about the things that helped me the most in my entrepreneur life and building a business. And now I have like my podcast and I have like an agency that I spun off from the podcast and I've done a couple different things. I think that the lessons you learn, I'll pick one to start. The lessons you learn from just having an end goal, figuring out the steps to get there and doing whatever it takes and sort of reverse engineering that ideal end is how business works. It ha. It's how bodybuilding works. You're like, I want that physique. What's the steps that I gotta take to get there? What are the workout routines? What's the, you know, the, the macro split? What's the diet like? What are the things that I got to do? To get there. And that idea of looking at, you know, a guy who's a cover model on a magazine and being like, I look like this and I want to look like that and let me figure out the exact steps to get there. That's an idea that serves me super well in business too. Outside of the. Outside of just being able to stick with it long enough to achieve the end result. Which again, is a workout principle and a diet principle also. It is a business principle. Right. You want to build a great podcast, you want to, you know, go compete and step on stage. Doesn't matter. Or you just want to lose like 10 pounds and not feel like shit and be able to have energy to play with your kids. Whatever the goal is, you just find a way to stick with it long enough and you achieve it.
- [05:05]
A
I think that's a really interesting way to look at things. I also feel. And you tell me if you agree or not. I think we are so used to constantly wanting to control every single little detail in our life that you remove the ability of miracles and opportunities that may come your way if you're so controlled at every step of the way. So you can look at a long term vision and say, like, that's where I'd like to. I'd like to build a business that's worth X and I'd like to exit by X. But you also need to stay a little nimble and agile and be open to actually, you know, catching what comes in versus just being super. Like, this is how it has to go. And that's the only path because the world around us with AI and technology is moving so quickly. I mean, we're at war right now as well. Let's not forget, we never saw. Nobody saw that coming, so. Well, some people did. But you know what I mean, things can change at the snap of a finger. So you need to be, I think as a founder, be nimble and agile at the same time and move with the change of times and be able to catch things that are also inbound. Opportunities, miracles, all of that stuff.
- [06:05]
B
I love that idea. I think that when first of all, yes, so be super rigid in the end goal, but be flexible in the execution.
- [06:14]
A
Right, Right.
- [06:14]
B
I keep drawing a parallel back to working out and getting in shape or feeling better because that's who the audience is. But that is, that is like if you want to achieve a certain whatever level of health and wellness, I mean, there's a trillion different ways to get there, but you got to find the way that works for you and if you can stay in the game long enough, if you can commit to the gym past January, then you'll figure out a way to get there, right? You can, anybody can achieve the look, the body, that whatever they want if they just find a way to stay in this game long. If you want to build a business, okay, you want to build the biggest podcast in health, wellness, biohacking, great category, Much, much sexier of a category than entrepreneurship. There's. This is like very hot as hell,
- [06:55]
A
you know what I mean?
- [06:56]
B
It is, but I mean, it's not like business is not competitive. Yeah, but you want to build the biggest, like, biohacking podcast, health and wellness podcast. Okay, so if you do it for 10 to 15 years, it's a long time. But you only have to figure it out once. And if you figure it out once, this, the podcast will generate more leads, more business, more revenue than you even know what to do with. If you just figure out how to become even like the top five biohacking podcasts in the world, you'll have a very nice life for yourself. Right? So I think that the concept of just staying in the game long enough allows you and having a rigid end goal. You don't want to just do it
- [07:34]
A
for the sake of doing it, but
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B
you're doing it because you want to achieve something. But how you get there, the types of conversations we have, how we edit, the clips that we post, the guests that we bring on, we're going to just mess around with different things, see what works, see what doesn't. Stay in the game, but just test and let miracles happen. And that's when, you know, you give it 10, 15 years, that testing and the, and the iterating and, and the miracles compounded something very real. But I think this is all because people, again, in health, wellness, or business or anything in their life, they have all these incorrect expectations about how fast they're going to get to where they want to go. And as you know, and that's what
- [08:16]
A
does your disservice at the end of
- [08:18]
B
the day, of course. I mean, even in biohacking. Yeah, if you, if you, I mean, so it's so funny because biohacking is just like the most recent iteration of health and wellness. And it's so funny because the things that I was studying when I got really into bodybuilding and I used to be. So now I am, I'm like six three, I'm 215. Okay. I'm in like decent shape. I used to be my size and like 260 I used to be like big, but for my height. You still can't compete. You have to. I was trying to compete, compete. I'd have to be like over £300. Like all the bodybuilders are very relatively short for a reason.
- [08:56]
A
I didn't think about that.
- [08:57]
B
Very short. But anyway, so I realized when I was sort of on this like health and wellness journey, when I pivoted from playing sports to like being to the gym and lifting and bodybuilding, that, you know, I would probably die if I was going to keep this up. So I'm like, whatever, I'm not going to try and be a bodybuilder. I'm just going to try.
- [09:12]
A
Yeah, just do it for fitness.
- [09:14]
B
Um, but I mean all the things we were talking about with currently with like peptides and all the, and talking about intermittent fasting and all these different sort of new age. These are all. There's a version of them that existed. I mean, I'm only 35. That existed when I was 20. I mean, so when I was 20 you had, you still had intermittent fasting. You had various people teaching you different like lifts in the gym. And there was like the argument like bodybuilding versus CrossFit. That was a very popular argument at the time.
- [09:41]
A
It still is, I think.
- [09:42]
B
Still is. And I have, I, I can talk, I can have opinions about everything. So you figure out what you want to go into.
- [09:47]
A
What is your opinion, by the way?
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B
Oh, bodybuilding all the way, compound lifts, you know, like still like squat, dead bench, like that's, that's what's going to the biggest indicator of longevity. And this is actually, you know, my biggest issue with biohacking and sort of newer age health and wellness is a lot of people forget the core fundamentals.
- [10:03]
A
Yeah.
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B
So the biggest indicator of will you live a long Life is your VO2 max. And can you bench, deadlift and squat.
- [10:11]
A
Right.
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B
And not like you're a powerlifter trying to break, you know, you're one rep max and hit a pr. No, like are you doing compound lifts in the gym and you have a decent, you know, do you have decent,
- [10:22]
A
like cardiovascular and that's what prevents injury and death when we get older and prevents us becoming frail. Benefits to correct.
- [10:29]
B
I think CrossFit is the dumbest thing ever.
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A
There's so many injuries that people get from CrossFit.
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B
It's hard for you because you're doing Olympic lifts.
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A
Yeah. And you're not training for it.
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B
To untrained people who are stepping into the gym for the first time, it's like comparable to, you know, the college athlete that peaked in grade 12 or peaked in whatever university college peaked, you know, when they were playing some, some they got, they got a nice scholarship, they're playing a sport and then they stop playing and then they haven't done anything.
- [10:58]
A
And then you throw them back in
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B
and you throw them back in and like at like 55, they're like, oh, I can go run an ironman, right? And then they have a heart attack and they collapse because they haven't done any. This is what CrossFit is doing for people. Except instead of long distance running, it's just highly technical, complicated Olympic lifts. I've never been a fan of CrossFit. Everybody who I know who did CrossFit at some point got incredibly injured. And it was just, to me, it's not a good idea.
- [11:25]
A
I think it's like eight. I don't exactly quote me on this, but something like the stats or something like 8, 8 out of 10 people doing CrossFit will get injured or something. It's ridiculously high, like something insane.
- [11:35]
B
Anyways, back to my point, just to bring it full circle. So all the, all the health and wellness stuff, the lifting, the dieting, whether or not it was steroids or sarms were a thing when I was like getting into bodybuilding. If you try and rush it, you're going to hurt yourself, right? If you try and rush anything, you're going to hurt yourself. So if you're jumping on everything and you are one rep maxing every time you go into the gym and you're eating 10,000 calories, you're going to injure yourself or you're going to die of a heart attack at a very young age. Right? There are ways to succeed in business, there are ways to succeed on your health journey. It's like slow and steady does win the race. And I think that that's a, another very important principle. So you don't want to get. Your business is not going to, you know, implode overnight. Yeah, exactly.
- [12:22]
A
So I believe in this whole theory of, you know, plan it out, you can't rush things. But then the argument of AI comes into play, right? And you have all these like crazy billionaires who are constantly out trying to fight with each other online. You know, you have Sam Alpin trying to find fight with a guy at Anthropic. Anthropic's going at, you know, at it with Elon. Like they're all like, who's going to get there faster and who's going to get there quicker, you know? So then how does business owners in today's day and age survive that whole AI movement that's also happening quite simultaneously right right next to them? You know, I feel like I do things at my pace, but I also have this, like, noise over here that's completely disrupting the entire world.
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B
Yes, you have to learn AI, but I think the average person is not even dabbling in AI.
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A
No, no, not at all.
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B
I think they're almost rejecting it. So the answer is not to spend all of your time on AI and diving into Claude and ChatGPT and perplexity. And I just learned about a new one, Manus. It was acquired by Meta and Gro. You still have to run a business, right? You still have to focus on the core fundamentals, because if you don't understand the core fundamentals of your business, you're not going to be able to truly apply AI and optimize them.
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A
Right?
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B
But I think that less people are just dabbling in AI. I think those people are going to be okay. I think the majority of people are just not touching it. That's what I truly believe. I think the people that dabble and like and like, learn a little bit. And learn, for example, how to outsource one piece of their business to AI per week or per two weeks, I think they're going to be just fine because they're in the right mindset. So with your. With your show, right, you know, you do guest outreach, you reach out to advertisers, you prep questions, maybe you use. Maybe use an editor to do, like, clipping and okay, so what's like, one of these pieces that I can now find an AI tool to sort of to optimize? I don't see that that person is going to lose in the future.
- [14:18]
A
But do you think, like, all these people are also coming in and saying. Because for me, like any business owner, you know, you hear things in other podcasts, business podcasts, all of this stuff, you know, the all in guys having incredible podcasts. So they talk about. Chamath talks about it all the time. He's like, most of us, in three years, 90% of jobs will be completely redundant because I would have caught up to that extent. So for me, I always struggle and just completely being transparent. It's always like a pace of like, we're in our own lane and we'll do things as we feel ready to do them. And then on the flip side, it's at the same time, it's like, but the world is Moving so quickly, maybe in a pace faster than I'm trying to move. And so for us now, our podcast, for example, is part of a media company that's become a large scale network. We're building essentially the largest network in the Middle East. And there is an urgency to get it right, to get it down to like, podcasting is more of an art than a science. You can't say, okay, I'll spend X amount of dollars and I'll get X amount of results. I wish it was that simple. It's really not. But at the same time, it's trying to move with the moving times in a way that the teams can still keep up with it. Because I do have this underlying concern that if they do say, you know what we're hearing, that in three, three years, most jobs will be redundant. Unless you really make yourself an expert in a way that you really need to be utilized, then where does that leave the world?
- [15:33]
B
I don't think. I think the jobs as we know them will be redundant jobs, period. Will not be extinct, but the jobs as we know them, there will be different versions of those jobs. So perhaps somebody is a specialist. For example, there's a video editor right now. Okay. And they do the video editing and they find the best bits of a clip. So maybe that person is really good at prompting an AI tool to find the best clips. And this could be one person who's now creating 50 clips a week, as opposed to. That would have taken us like four or five people.
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A
Yeah.
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B
So being able to communicate and interface with AI is a skill set. And being able to communicate and interface with it in a way that you still understand. Because if you're not a video editor, I'm not going to be able to communicate with AI. This is the biggest issue with AI, is that humans can't communicate with it properly.
- [16:22]
A
Yeah. The expected is just understand. It's like AI is only as good as the prompts that you give it. And you have to learn the prompting.
- [16:30]
B
You still have to be good at the craft to be able to prompt it to have good output at that specific task. Right. If I. If I'm an accountant and I want to start a business, I'm not going to know what to ask it to create the output for the clip that I want for my podcast.
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A
But McKinsey would, of course. Right. So it's like the experts in the field have the. To be the ones to start utilizing it to have better.
- [16:53]
B
That's where I think. I think that the future of work is to be able to again, communicate ideas properly as opposed to communicating ideas to a team effectively, which is a skill set that we have to have. Now we're gonna have to be communicating it to an agent that can execute properly. But it's still all about, you're the expert and you have to communicate. So yes, the assembly line workers, the people doing administrative work, those people are gonna be the ones that hurt. But the people that can see the vision and articulate the vision, those people will always be okay. Right. And I think that that's why we saw so many like AI deployments. So big companies, they would lay off entire departments and they would say, we're going to replace you with AI. And then they realized that nobody on their team was ever trained on how to communicate with AI. Because how AI works is when you give it a prompt. What it does is it thinks about every single possible interpretation of that prompt and then it gives you and it just picks one and that's the output it gives you.
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A
And that might not be the prompt that you would have picked.
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B
Well, no, because we don't know how to do this. Yeah, intuitively I don't know how to communicate to an AI tool, so I got to learn how to do that. That's the skill set that's going to keep you and your job safe. But I mean, I mean, podcasts aren't going away, influence isn't going away, businesses aren't going away. It's just going to be a different skill set that's going to make it effective and it's going to be maybe a higher margin business with maybe less people required. Like, maybe you only need a few key people, especially in like a media business, which is already super high leverage. I can maybe have like one CMO that can communicate properly to a whole bunch of AI agents and that can grow my show as opposed to having like a team of 10 people. But I still need some people. And podcasts are not going to go away. They're just going to look very different.
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A
And that's where I tell our teams all the time, because I have like a PR marketing agency and then we have the media company. The network that we're building is how do we work with technology to help us and support us versus work against it and also not be delusional to the fact that it's the not gonna catch up. It's more than catching up. So how do you make it your best friend? How do you, for each department, use it to your best advantage to where you are able to train it from now so you can grow and scale with it.
- [19:01]
B
I think you encourage, I think that the mandate across the company is you're not replacing yourself, but you should be testing out a new tool every single week, and you should be making yourself 10x more effective than if you were just doing this job yourself. So I want people on my team, like all my team, they always research AI, but I'm not firing anybody. I'm just saying, like, hey, go utilize
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A
this tool that you have.
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B
Use it so like now you can make better content in half the time or make 10 times the content. And then we can test to see which piece of content actually works. And then we can use like that idea going forward. But it's never replacing people. It's just like saying, hey, go use it, go test it. And everybody in the company should have the mindset of, like, what's a new tool that I can learn, I can mess around with? And let's see what it does.
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A
And I do think, but I have to say that some people, I think, who are naturally more lazy are gonna get replaced.
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B
I think, I think humans are naturally.
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A
I think some more than others, you know, and so the lazy bunch is just gonna get cleaned up, which honestly is just gonna do a lot of us a favor. Because I think people become, sometimes people just come, become complacent at work. They just show up, they want to pick up a paycheck. Especially this younger generation I've seen with us. I'm, I mean, I'm an older millennial, but essentially this, the younger generation has a very different, like, take. I've noticed this to, to, to work. And I'm like, guys like you get what you put in. It doesn't just work like that. You have to think outside the box. You have to be creative, you have to find solutions, you have to be solution orientated. And so I always tell the team, if you're not going to work that way, you're gonna get cleared out.
- [20:27]
B
People that aren't hard workers will always get cleared out. This will just clear them out quicker.
- [20:32]
A
Yeah.
- [20:33]
B
Even what Covid did is it shifted. It shifted the in office to virtual. Right? So now, well, if we're all virtual now, I can go find ambitious people from anywhere in the world. You have to deal with the fact that maybe they're not in the same time zone, but I'll figure that out. That's okay.
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A
You'll figure that out.
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B
So people that are lazy and unmotivated and unambitious are already getting fired, replaced, whatever.
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A
They better Find some good hobbies.
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B
Exactly. But if you are a hard worker, you will get, you'll always get a job.
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A
Absolutely.
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B
And it's, it's. But.
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A
And that's something you cannot teach. I don't think hard work is a skill set you can teach. You either have it or you don't. You're not gonna walk into the job and be mentored into it. You either have that attitude or you don't.
- [21:19]
B
Well, you mentioned like what are the lessons I took from sports or the, the more athletic part of my life. And it was hard. Yeah. There's competitiveness, there's hard work, there's figuring how to lead a team. These are all very, you know, obviously business skills. But you know, you, you put on a whole bunch of weight and figure out how to lose it and look good. That's a lot of hard work.
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A
Yeah.
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B
Like wait. Especially if you don't have. Like when I started going to the gym. Seriously, when I put on weight and then I lost it, I still worked a 9 to 5 in an office. So I would. And I was in Toronto. Well, early in my career I was in Ottawa, then moved to Toronto. Not that many people here know what Ottawa is. It's, it's a capital of Canada. But in Toronto, traffic, isn't that a
- [22:00]
A
problem as well that people don't know what the capital of Canada is?
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B
Okay.
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A
Like it's not okay though. You know what I mean? This way I'm like, people are lazy. Like stop being lazy.
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B
But that's why if you. Well, I was gonna say so when you, when you are in Toronto.
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A
Yeah.
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B
And you're trying to battle traffic because Toronto's like a mini New York. Okay. So traffic's insane. You're trying to get into an office. You're waking up at 4am to go to the gym from like, you know, 5 to 6:30 and then you have another 45 minute commute into the. I mean that is not a lazy person.
- [22:29]
A
Yeah.
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B
So you get somebody that has a mindset who can do crazy shit like that, trust they're going to be okay if they apply that same mindset to a business. So being, I mean, being uncomfortable putting in work when you don't see immediate results. These are like fitnessy idea. But they're very much part of what business. Yeah.
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A
Is also part of.
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B
I would say that the ideas that make a successful business, a successful relationship, a successful health journey, whatever you want to call it, they're all pretty much the same. These are just core fundamental principles that allows you to Be successful in anything.
- [23:00]
A
Scott, you're really famous for saying success is actually quite boring. It's just doing the same high value things every day for a decade.
- [23:09]
B
I mean, that's the truth. That is the truth. Nothing about my work right now is, is. Is sexy. Yeah, it's showing up. It's gotten a little sexier as it's grown because now I can focus on the fun stuff, which is the interviews. But when I started, when I think my superpower as an entrepreneur is that when I first start, I do everything myself and then I. To some level of competence.
- [23:31]
A
I'm not saying that we're not experts
- [23:32]
B
in that you do that for forever. God forbid. When I started, I was. I mean, I'd book my own guests, I'd write my own email copy, I'd do my own audio video editing, I code up my own website. I did everything myself.
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A
All of it.
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B
All of it.
- [23:47]
A
I learned more efficient the way you
- [23:49]
B
started than I did because I want to learn the thing and then I can hire somebody because like, people are the. People are the answer to all business, right? All business problems, they can be solved with the right, the right person, the right partner, the right hire. And I learned really quickly, if I didn't know even like a base degree of how to do that thing, I wouldn't be able to make a good hire, right? Because they could just me, they could say, I'm going to do this, that and the other. Be like, okay, so to find the best people, I. I'm just somebody who just dives into learning about the thing.
- [24:22]
A
Learn to teach yourself.
- [24:23]
B
Learn it. Go on YouTube. Just listen to YouTube for two, three hours. Do what YouTube tells you to do
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A
and try it out.
- [24:30]
B
Try it out. You'd be like, okay, this is super time consuming. But like, I could figure this out and then you can learn anything.
- [24:37]
A
For me, when I started the podcast and the show, and obviously I learned so much along the way, it was. I didn't have time like that to kind of dive into things, nor. Because I'm running the agency still full time. One of the things that I really did do is have a baseline understanding of the role, the responsibilities, what I'm looking for from each person, and then benchmark them against KPIs and be like, okay, are we performing? Are we not? How quickly are we moving towards this metric or number? Because that's how you measure success, of course. So having structure in an organization is extremely important. Having SOPs, having an organized framework and communicate to that employee or team member is how you measure success.
- [25:11]
B
Yes.
- [25:11]
A
Because their previous employee might not have measured success the way you're measuring success. To be like, this is what success looks like for me in this business, running this company. This is how I measure you.
- [25:20]
B
There's. There's different ways to do what I just said I did when I started the podcast. You can do it the way that you do that. You sort of set it up and you look for KPIs and you set expectations and you look for. Okay, I like how they edit their videos. I need you to. I need you to replicate this style or whatever. Just know that you have to become very good at hiring people and sort of.
- [25:43]
A
And firing.
- [25:44]
B
And firing and kind of like have a little bit of a bullshit detector. Because if the. The way that I got my stuff off the ground was, hey, I can edit this podcast in two hours, and I don't know how to edit.
- [25:55]
A
Yeah. So you better be.
- [25:56]
B
Better be faster than me 100%. And I can have that. And I can say that with conviction. It's not like that. Everybody has to do that. But I'm just saying it's a really good way.
- [26:06]
A
Absolutely.
- [26:07]
B
Just to figure out who. Who you should hire, who you should bring on.
- [26:10]
A
I have two rules in business that have helped me so much. One is that you hire slow and you fire fast. If there's a bad egg, it's better to have an empty seat at that table than have the wrong person working that job. So, like, I'm, like, moving forward.
- [26:22]
B
It's not even about, like, just getting the thing done. They can.
- [26:25]
A
If.
- [26:25]
B
If you have somebody who's lazy, who doesn't give a shit, who's toxic. That attitude, it's toxic, poisons everybody.
- [26:32]
A
So I always say that at work. And the second thing I like live, eat, sleep, breathe by, is you only need 70% of the information to make a decision. You don't need to have 100% of it. 70% paired with your intuition and leadership guidance that you have at this stage, make that decision. If it's the right decision, great. If it's not the right decision, be comfortable enough with the discomfort to pivot.
- [26:53]
B
I love.
- [26:53]
A
You have to be open to it.
- [26:55]
B
We are very much kindred spirits. These are these.
- [26:56]
A
There we go. And that's the thing. And so people are like, well, I need all of this. No, you don't. You have enough information. Make the damn decision. Don't ponder over it. Don't have analysis paralysis. You know, that's also. I feel like it's such a hindrance to people when they just sit there, sit on something, Choose a lane, pick a lane. And I, by the way, I apply this everything in my life. Relationships, friendships, business. Pick a damn lane.
- [27:19]
B
I agree, because stick to that lane, whatever you start with, that's not going to be the final version anyways.
- [27:24]
A
Life is changing.
- [27:25]
B
In the day you step into the gym, the routine you do is not going to be the routine you do in 10 years from now.
- [27:29]
A
Yeah.
- [27:30]
B
The business that you start, the podcast that you start, day one, the business, it's going to change.
- [27:34]
A
Different podcast by the end of it.
- [27:35]
B
But how do you know? How do you know what's going to work or not if you don't just ship it, if you don't just do it, if you don't just default and have a bias to action. Right. So I'm very quick to make decisions, very quick to execute, very quick to say, hey, that did not work. Now I've learned now we will definitely not do that again.
- [27:52]
A
Exactly.
- [27:52]
B
But I think that that's, I think, the difficult part because I think that's actually very easy for a founder because they feel like they have total control and it's like their thing. So, like, yeah, it sucks if it doesn't work, but I'm not gonna get too beat up. I'm not gonna beat myself.
- [28:05]
A
Don't be attached to the outcome.
- [28:07]
B
But I think the harder thing to do is to create this psychological safety for your team to feel like they can fail.
- [28:13]
A
Yeah, absolutely.
- [28:14]
B
Because they, they don't want to upset you. That's. That's more difficult than you just taking chances. But if you can do that and your whole team feels safe enough to make, like, really, really sort of audacious bets and mistakes. Yeah, that's when you. That's when you can build a really great company.
- [28:31]
A
I think the strength of a team comes from people making the mistakes. But how quickly do they bounce back? How quickly do they repair? How quickly do they figure out the solution? Mistakes are going to happen, especially in something like podcasting or even with AI and technology. You're going to make mistakes. You're going to film an episode and be like, this episode is going to be incredible. And then it doesn't even hit and you're like, what happened? You know, so they're all learning. Things are moving in real time. But it's the ability for a team to be able to go back and say, okay, how quickly can we repair this and take this as a learning and adapt it to the next thing. How quickly can they move into that next stage. So I think when I was a younger founder, I used to get more upset and, like, fly off the handle a little bit more, being like, why is it. Why is this not happening and what happened here? Now I'm a bit like, you know what? Make the mistake, because you're going to learn from it and you will become a better team teammate. You'll become a better employee. And I at least like to run both my companies. Like, I want people to feel empowered. I was like, come up. Come show up to work as if this is your business and tell me what you want to do with your department and show me what you want to do with your department. Don't just look at me for everything. I brought you in because you're an expert and I want you to lead. So trust yourself. Build that intuition.
- [29:35]
B
That's a beautiful way to lead. Because if you don't, if you come down hard on people, especially when they didn't know any better.
- [29:40]
A
Right.
- [29:41]
B
You are creating an environment of. Of nervousness and anxiety, and everyone's going to be scared, and no one's going to take a chance.
- [29:48]
A
Yeah.
- [29:49]
B
And if they do screw up, they're not going to tell you. So then it's going to compound into a bigger issue down the road because you're the asshole they don't want to upset.
- [29:56]
A
Right.
- [29:56]
B
And then it's going to actually turn into something really, really bad. So. Yes.
- [30:00]
A
But I am, you know, I have to say, I've had, like, some people have started at our company, and right away I'm like, at the interview, and I tell my team, I'm like, I'm not going to like this person. You can hire them, but I'm gonna tell you, I'm not gonna like them. And they're gonna be out the door really, really fast. And there's some people that I instantly meet, and I'm like, you know what? You could even make a mistake. But I. I believe in you so much that it's okay. Like, you can mess up. But I know that you are so skilled and I see something in you that makes you such a strong team player that is okay for you to mess up.
- [30:29]
B
I think that. Listen, I believe that the best people who you want to bring into your company, they. They are the type of personality that could be an entrepreneur if for whatever reason, they were in a different season of their life.
- [30:42]
A
Yeah.
- [30:43]
B
So maybe right now, he's got a house, they just had a kid. They don't need that risk, but they have the ability to Go do that. If you pick them up, drop them off and you know, SF or whatever, go raise money, start a company. And that kind of person is somebody who wants to take risks, who wants, who's a self taught person who doesn't want to be microman. Like, this is the definition of an A player. Yeah, my, my definition of an A player is entrepreneur. But you were lucky enough to hire them 100.
- [31:06]
A
So both of these two sitting over there, David and Danny, actually for me, are both my A players. Danny's my social media manager and David's my producer. Danny is the only person who's ever been a social media manager who I like. And she's so funny. And she was setting up for an interview and I said, you know, the team told her, good luck. She doesn't like anybody in this role. Like, everyone has miserably failed being here. She's been with me for six months. She's like top.
- [31:26]
B
So what's the, what's the difference?
- [31:28]
A
Danny, what do you think it was, what do you think it was that you were told like, listen, she doesn't like anybody. And what is it from the day you started to where you are today that shaped it?
- [31:38]
B
Honestly, it was, we were on a call and you said, honestly, the only thing that, how you will succeed in this role is you just have to be on it.
- [31:48]
A
That's it.
- [31:49]
B
Like those two words, Ownership.
- [31:50]
A
Ownership.
- [31:51]
B
It's ownership. That's a very ownerial quality. Right. She treats her job like her baby.
- [31:57]
A
Yeah.
- [31:58]
B
And you could go, you could go do anything. I'm not gonna end up losing an employee. No, no, no.
- [32:03]
A
Yes, you could. No, no. And that's what I love. I tell them every single day. And even David, he's been absolutely incredible. I tell these people all day at my company, I said, I'm so grateful that it's your choice to work here. You don't have to work here. You guys are good enough to go do your own businesses, do your own thing, go somewhere else, choose a different creator. You don't need to be here.
- [32:22]
B
Yeah.
- [32:23]
A
I am super grateful and appreciative that you choose to work with me. Right. I think that that's how good they are.
- [32:29]
B
And that's, that's the, that's how you hire in 20, 26 and beyond. You say, listen, I know you're not going to work here for 40 years.
- [32:36]
A
Absolutely.
- [32:36]
B
You're not your parents, you're not your grandparents, you're not. But, you know, two, three, four, five years, whatever it is, you're going to commit 100% of yourself to the company and I'm going to commit 100% of myself to figure out where you want to go. And, and that's the contract that we have. And we both know it's not going to be for 40 years. But while we're together, we're really together and then.
- [32:53]
A
And we're in it.
- [32:54]
B
We're in it.
- [32:54]
A
Yeah.
- [32:55]
B
And I think that's also what a lot of people screw up. They think that they're going to, you know, they're going to hire somebody. They're really going to be with them forever. That's not how people operate anymore. And the most ambitious ones that you do want to hire don't think like that.
- [33:07]
A
Right.
- [33:08]
B
So I rather somebody who is. I want to learn from Scott and work around Scott and understand what he's doing. And then in five years I want to start my own thing. Cool.
- [33:17]
A
Absolutely.
- [33:17]
B
That's a great person to have.
- [33:18]
A
As long as you don't screw over Scott in the way.
- [33:20]
B
100%. That's why we have the super, you know, Scott, radical candor. 100%.
- [33:25]
A
And that's why when hiring people, I think people have to have the right value systems. Values are also super important. So when you're interviewing people, not only are you testing them for like, hey, how do you show up at a busy time at work, whatever it is, but have some hard conversations. Has something ever gone wrong or have you disappointed a boss or have you disappointed a colleague? And how have you handled that repair? How did you take accountability? What are your baseline values as a human being? Because those are going to show up in the workplace.
- [33:50]
B
They will. And I think that the more comfortable somebody is with being honest and open, that solves most problems. Usually integrity problems are more often not communication problems.
- [34:02]
A
Right.
- [34:03]
B
So if you screw up, are you taking accountability? Are you telling me that it happened? Because if you tell me that it happened, we can work past it. We can figure it out. If you're lying, you're covering up, then
- [34:16]
A
you're not the right person.
- [34:17]
B
You can't work with that. You can't work with what you don't. You really can't. I mean like outside of just sound like a great sound bite. As a founder or a boss or a leader or a man, you can't work with what you don't know.
- [34:26]
A
Right.
- [34:27]
B
So you need people to tell you how they are. Yeah, exactly.
- [34:31]
A
Anyway, you have a rule that you live by, which is a 10 year rule. Can we dive into that?
- [34:36]
B
Yes. So I touched on that briefly at the beginning. But ultimately this is not a complex rule. It's just we have to. When we're building a business, we're building a relationship, when we're trying to get the body we want in the gym, whatever, it's gonna take longer than you expect it to take. Okay. So we are influenced heavily by social media thinking that we're gonna have overnight success in anything.
- [34:56]
A
It doesn't exist.
- [34:57]
B
Doesn't exist.
- [34:58]
A
Unless you are a drug dealer.
- [35:01]
B
Even in very short lived success. Very short lived success.
- [35:03]
A
Run a cartel.
- [35:04]
B
Yes. I would even argue that it probably took them a long time to figure
- [35:07]
A
how to run the cartel. Right.
- [35:09]
B
I don't think it's. I wouldn't know where to start running a. I've always laughed at these guys that are like, you know, they run these like multimillion dollar complex criminal organizations. Like, bro, have you thought of this, like launching a regular product? You know, you obviously know what you're
- [35:22]
A
doing on the behalf of that. You know, some people just chase the adrenaline. But I saw a clip on Instagram, there was this couple and she was like, I've come to Miami for the weekend. I rented like a $15,000 a night Airbnb and some other person made fun of the. It was like a stitched on thing. And they're like, no, it's because your boyfriend is a drug dealer.
- [35:40]
B
I think I saw this.
- [35:40]
A
Did you?
- [35:41]
B
That was funny.
- [35:41]
A
Y. I was like, that's probably what it is.
- [35:43]
B
But if you aren't a drug dealer, then you just find, find a way to set yourself up so you can stay in the game long enough. So if it's building a business. Okay, what does a ten year rule mean? It means that if you're going to build a business, say you want to quit your job. Build a business. Okay, Very popular for people to do entrepreneurship. Didn't always used to be this sexy. Now it is. So, okay, maybe don't quit your job right away if you only have one month's savings in the bank and you have family, kids, mortgage, rent. So how do you structure your life so you can stay in the game long enough for that thing to become a reality? Right. If you're going to work out, well, don't crash diet and just go to the gym every day in January because
- [36:21]
A
you're not get fed up and walk away.
- [36:23]
B
So the 10 year rule is really just find a way to stay in the game long enough. Because you find a way to stay in the game for 10 years, usually you become some version of successful at that thing just through like time in the game and reps put in over that 10 year. You know, people call it different things. You call it 10,000 hours with Malcolm Gladwell, whatever it is. It's just people have to set expectations. And when you set expectations properly from the onset, from when you first get going, that means that you're structuring your life to support that goal long term. You're structuring mentally yourself to support that goal long term. Because if you are expecting that thing to work in two years and it doesn't, well, all of a sudden now you're like, why am I doing this? I should just go get a job again. But if you're like, okay, I'm gonna give it 10 years of my life, I don't care if it happens at the five year mark, the seven year mark, the ten year mark, Right? But you are saying to yourself, I'm not going to be upset, dissuaded, depressed, when I'm not making a trillion dollars a day after, you know, six months.
- [37:18]
A
You know, it's also what you're saying is having the muscle memory. So the more you do something, the better you become at it. The difficult situations stop feeling so difficult because you've experienced it before, right? The first time an employee betrays you, somebody steals money from you, somebody messes up, you're like devastated. But then over time you're like, don't get attached to the outcome, just move on. You've been here before.
- [37:37]
B
Become more resilient.
- [37:38]
A
Become more resilient.
- [37:39]
B
You learn how to respond to situations that would rattle, usually rattle, throw off, cause someone to quit. I mean, there's no end to, there's no end to the game of entrepreneurship. I interviewed a guy, he runs a publicly traded holding company, and one of the companies in his holding company creates parts for the Iron Dome in Israel. So obviously around October 7th, some people loved him. A lot of people hated him too. And he was getting death threats. He had to install a metal detector in his office, armed security. He gets sued all the time because again, he holds a publicly traded company that has a whole bunch of portfolio companies who's getting sued by investors all the time. And he's like, scott, every single day I have something happen to me that would devastate the person just starting out.
- [38:29]
A
Yeah.
- [38:29]
B
And he's like, that's just through time in the game, muscle memory. And I, I allow myself 10 minutes of stressing out and then I'm like, I got to figure out a solution.
- [38:39]
A
Yeah, you got to move Forward.
- [38:40]
B
I've thought about this a lot. Even, like, you know, Trump and how much shit he goes through.
- [38:47]
A
Everything. Yeah.
- [38:48]
B
Every single day. Keep in mind, when you play at that level, not only are you in the public eye, but you're getting sued every single day. You're going through, like, depositions, criminal stuff, like. And it doesn't faze him.
- [38:59]
A
Yeah.
- [39:00]
B
It's not like he's a different human. He's just done this for so long. He just. He's just. He just handles it. Right. And a lot of life, like, unless you're dead or in jail, you can. You can handle the. That life throws at you. You can always bounce back. You can always. You can always figure it out. You can always rebuild. And just being in the game long enough, you get exposure to everything and anything, and you'll figure out a way to respond properly and not let it blow up your entire life.
- [39:29]
A
Right. I know that there's always a solution. It's how you look at things. Everything is about perspective. Right? Of course, In a relationship, in a friendship, in a business, in anything. It's how you view a situation. You're like, is this happening to me or for me? What. Could. There could be a better outcome from this as well? So a lot of our business right now, obviously, besides the US Our second largest market is the Middle east, and things are obviously imploding over there. We don't know when this is going to end. We don't know what's going to happen. And I told the team, I was like, we're going to plan as usual. For now, if we need to pivot, we pivot. We, you know, pull back, we focus back onto the US Market, Then we go back in when things are a little bit more settled. But you cannot be so reactive to every little news clip that you see, because you need to continue with what your. What your plan is, and you adapt as things come. But you can't implode the entire company because the region that you're servicing is. Is in dismay. You have to figure out how to still make the revenue, keep your team in place, keep them calm, and continue plowing away while that situation, which, by the way, is not even in your damn control, nothing you could do about it gets into a better place, and it'll.
- [40:30]
B
It'll find a way to figure itself out. Yeah, like, so I. I have property in. In Dubai.
- [40:36]
A
Okay, so I think you're not happy about that.
- [40:38]
B
That's down, like, I think 20% in, like, where's your. Where's your Property, it's like business bay looking at like the Burj Khalifa. So I'm talking, I'm talking to my fiance, she's like, oh my God, we should have sold before.
- [40:50]
A
I'm like, no, no, you play long game.
- [40:52]
B
First of all, if you ever invest in the Middle east, anything, business, your life, property, like it's not like the Middle east has ever been historically devoid of conflict.
- [41:00]
A
Let's just look at how far they've come.
- [41:02]
B
Yeah, no, I mean there's been wars quite often. Yeah. So don't stress about it. Say, say it actually went to zero. Say everything, which is impossible, but say everything went to zero. Say your business went to zero in the middle of God, it will never happen. I mean, okay, so then you build
- [41:18]
A
it back, build it back up, build
- [41:19]
B
it back in five years, who gives a shit? See, people make these knee jerk reactions to bad things that happen in their life and that's what screws them. I mean, candidly, you know, across the board, none of my investments are going well. Crypto is down from an all time high.
- [41:31]
A
The whole stock market is crashing.
- [41:32]
B
The whole stock market's crashing. Like lots of money is gone. Yeah, right.
- [41:36]
A
There's a rumor that the US dollar is going to be non existent. You know what I mean?
- [41:39]
B
So I can't keep up with the rumors, there's too many. But I'm not selling anything. Yeah, I don't sell anything because you just, you just zoom out. There's a moment in time and I mean, I mean unless it's like a highly volatile asset which I don't really invest in. I'm talking with crypto, it's like, you know, Bitcoin, Ethereum, maybe a little bit Solana. With like stock, it's like all like, you know, blue chip and maybe some tech stocks, but none of them are going to zero.
- [42:03]
A
Absolutely.
- [42:03]
B
So if you zoom out enough, it's a matter of time before they get to where they were before and then beyond. Right. And when you sell is when you lose or when you make a knee jerk reaction is when you lose or in life just zoom out more. And I think that again, staying in the game long enough, I've actually never thought of this idea through that perspective. I've always thought about it through, you know, you put in reps, you'll figure out solutions to problems. But just in terms of your reaction to problems. Yes, being in the game long enough, nothing will surprise you anymore.
- [42:35]
A
You know what's so funny is, and I always, and I say this, if you look at the leadership. You look across the Gulf, but you look at the UAE in particular, and they are an amazing example of incredible leadership. I know they're cool, calm, calculated. They are prepared for everything, yet they say nothing. And they're so, like, they, they're not getting out there on tv. And that's what I hate about American politicians in politics, right? They come, they're screaming on TVs, whatever. These guys are not. They're very like men. A few words. Stoic. Really. Stoic. And when you have somebody. And same thing applies to business. When you have somebody in a business, whether you're a CEO, founder, you're the leader, you're the manager, whatever it is, when you're leading a company. And if you are stoic and you tell your team, we are going to be okay no matter what, we will find a solution, I have your back. I'm going to get us out of this mess. I'm going to figure out where we go next. Then the team has the ability to, to also relax. But if you call people and you're screaming and you're shouting, they're like, yo, like, I out of my pay grade.
- [43:34]
B
Like, where does that, where does that temperament come from? It comes from experience. That's like, in my mind, that's the definition of wisdom, experience and culture. Yes, true, true.
- [43:43]
A
The Middle east are extremely resilient people. They don't react to everything because they've been part of everything for so.
- [43:48]
B
I mean, there's been so many conflicts in the Middle east, they're raised with it.
- [43:51]
A
So where the UAE was not expecting this, in their DNA, it is literally coded. There will be conflict and you will handle it in a certain way. That's a lesson.
- [43:59]
B
You should take that lesson from a good leader.
- [44:01]
A
Yeah. And that's where I think they're going to build back 10 times stronger because they're going to be like, this is not going to define us. Just like a little dent. We're going to get through this. I think that's also with entrepreneurs and leaders not thinking that every hit is what defines you. Right. It is essentially just a moment to reposition, pivot, rebuild from that, from that different perspective that you get.
- [44:21]
B
And it is education. No, everything negative is just education. So say, for example, say, for example, property devalued or business took a hit. Okay, so how do I build a more redundant portfolio? Yeah, that's it. That's the education. So how do I build additional products in different countries or maybe even different products that service the same market in the Same country that are adding revenue. So my, whatever, my customer spends more money or now I have, you know, I have single family or I have, you know, multi, multifamily and one part of the world. Should I do a different. Should I move into commercial? Should I look at different parts in the region that are growing quicker? Should I move.
- [44:58]
A
It's an opportunity to learn.
- [44:59]
B
It's just a learning opportunity. And sometimes really good things can come from this like forcing function of shit hits the fan. Things didn't go as planned. Now I'm going to learn. And then you discover something that you would have never even seen because the old thing was working. But when the old thing stops working, now you have to explore and you have to go figure out something new. I mean, like, I think early success also sometimes it's a blessing and a curse because if you're trying to build a business, you have a couple quick wins. It's not going to force you to become a good entrepreneur. You're not going to figure out how to build and persevere when stuff isn't working. That's why I think that some people, you know, that had a little bit of overnight success say they went viral a few times on social. Okay, let's talk about like an example. Like, like the hawk to a girl. Oh, okay. So she found a way. She became super viral 100%. She got a lot of impressions, get airtime, is super lucky. Right. So random, but super lucky. Now whether or not it's dabbling in crypto scams or whatever, she has no idea how to, how to really repeat that or capitalize on that success.
- [46:10]
A
And that she was going to train for it was just like, because she
- [46:12]
B
had this huge viral sensation and then she doesn't know how to replicate it. So if you go through the shit, if you go through really tough times and you don't have that quick win or that quick success, it makes you a much more resilient entrepreneur. Which is why somebody who has from nothing built a company successfully can usually do it repeatedly.
- [46:32]
A
Yes.
- [46:32]
B
So they, if they built something from True Zero and they, they got it off the ground and then they sold it. That's why, well, the next one created again, they can do it again. And you're like, oh, how's that person? So it's not lucky. They just went through all the bad stuff so many times and now it doesn't faze them. And now they know how to navigate every situation.
- [46:49]
A
That's. I tell people not to, you know, be enamored by only Fan girls because they don't really have any real skill sets, you know?
- [46:57]
B
Yeah, well, it's gonna, it is tough. It's gonna be tough for a lot of them who found a way to make money, who capitalized on a trend in a market that was growing very quickly. And if they didn't invest it, how are you going to find a way to make that money and have that opportunity again? It's going to be very difficult.
- [47:13]
A
So I, as a female founder and entrepreneur who's like building two companies, there's nothing more annoying to me personally. And I am like, I have more of a conservative mindset than women that women that sexualize themselves and their only purpose in life is to get money. That does not mean I don't want to be successful. That does not mean I don't want to build something and scale it. And I am financially independent, but I don't work every single day just for the money. I work because I have purpose. And I think a lot of women and social media has done this to a lot of young women is they just show up looking at everything as a, how much money am I just gonna make from this? Right. That's all they think about. And the way to get there. They don't care how they're getting there. That's why something like OnlyFans is so toxic and, and has taken off so much. Because the way they're getting the money, they don't care as long as they get to the money. And that's where value systems and purpose and integrity really, really matters. And that's also when you're hiring employees.
- [48:05]
B
Yes.
- [48:05]
A
We had an employee, by the way, who turned up on OnlyFans.
- [48:07]
B
That's funny.
- [48:08]
A
And luckily she was a terrible worker, so we had to fire her for that. But then later, this is not a bmg, this is ihc. Later we discovered she was an only fans and we're like, damn, no wonder she's leaving the office at 5pm every day. However, it was a whole thing. However, I was like, now when I interview, you know, men and women, I try to ask them like, what is their stance on certain things? Where do they stand in life if they are dealing with difficult situations because they're only driven by money? That's a terrible person to add to your team in any capacity.
- [48:36]
B
It's a very, yeah, it's a bad personality trait to just be money hungry and it. Forget the OnlyFans thing for a second. If you're just money hungry, you actually most likely will not be that successful even if even if you want to jump on Onlyfans and you just want to make money, you don't really care how you make it, There's a really good chance you won't make a lot of money and you'll be in like the, whatever, the 99% that make $0 on OnlyFans. You're not going to be like Sophie Ra making $50 million a month or whatever the hell she makes. Right. That's like the 0.00001% of people.
- [49:11]
A
Right.
- [49:12]
B
So I think that that's. This is another issue why social media is so toxic. Because now, especially with only fans, you're gonna have a whole bunch of women who think they can make easy money, they're gonna go into a career that maybe they're not even proud of doing. Maybe some are, maybe some aren't. It's not me to judge, you know, your own personal preference. But then you don't make any money, and then you're like, okay, what, what now?
- [49:33]
A
What now? But that's the same thing with the same mentality. A lot of women, unfortunately, are entering relationships. They're like, if you pay for me for X, Y and Z, and I have this lifestyle, I don't really care what you do. And that is so unfulfilling. And I really want to ask these women, what is your value system? Like, what, what, what does that represent to you? What does that money representing to you? That you have to just like let go of self respect, dignity and all self worth in order to achieve that lifestyle.
- [49:58]
B
Yeah. And that doesn't mean I never want
- [50:00]
A
to be taken care of or take care of yourself or have a good life.
- [50:03]
B
See, it's tough for me to understand that because first of all, I've never. I'd never want a partner that feels that way either. Like, so transactional that to me, it's like there's no true, like, bond, real relationship. No, that's, that's, that's weird. So when it's not something that's aligned with your value system, it is very hard for you to understand it. I would, I, I wouldn't want that. Like, listen, we're in Miami. You see it a lot.
- [50:25]
A
It's all over the place.
- [50:26]
B
And I always make fun of it. Yeah, I'm like, like, bro, you're like 70 years old. What are you doing with this?
- [50:31]
A
25 year old.
- [50:32]
B
Yeah, this is very weird.
- [50:34]
A
It's transactional.
- [50:34]
B
It's very transactional. I don't get it. Yeah, it's confusing to me. I Feel like if you're going to date and you're going to marry, like that person should be a value and an add to your life. Like, I want somebody for me personally and this is what Gina is to me. She's not just somebody who's just there. She's somebody who pushes me, who drives me, who I can bounce ideas off.
- [50:55]
A
She's co creating a life with you.
- [50:56]
B
Co creating a life that's very important to me.
- [50:59]
A
But that's because you as a man have the right value systems. That's where the journey starts with us. You know, a lot of people want to point the finger outwards.
- [51:05]
B
Everything is influences you. So, like people who have a value system that supports a healthy relationship, maybe you be a little bit louder about why that's your value system. I think that a lot of people that seem lost in life and don't have a value system, I can't blame them. I think that they have a lot of bad influence. I think a lot of men and women have horrible influence. And yeah, I don't know how to fix that all at once. Outside of the fact that people that do have healthy relationships maybe don't just talk shit about Andrew Tate. Yeah, maybe speak up yourself and talk about like your opinion, what you're on other people.
- [51:41]
A
But why don't you talk about what you think of certain situations?
- [51:44]
B
See, I don't know who the, the influencer, like the women version of Andrew Tate is. And Andrew Tate, you know, he's a marketing genius. Yeah, I don't hate the guy, but he's a bad role model for a lot of men. But the reason why he is a role model for a lot of men is because there's a void to fill. Yeah, there isn't a lot of strong role models for just young people in general, which is why they fall into these. Okay, well, is this what I want? I don't even know what my value system is. So I'm going to take someone else's value system and I'm going to implant it into my own life.
- [52:15]
A
Correct.
- [52:16]
B
And before that was sort of that that void was filled by our parents because we should have just copied and emulated their value system. But now I think more people spend time online consuming content and that's framing how they think.
- [52:29]
A
Because deep down inside they don't know who they are yet. And they're giving the wrong things power. And therefore they just stand behind somebody not fully evaluating. Does this really serve me or does it not for who I truly am inside, they don't want to do the inner work. People are lazy.
- [52:43]
B
People have to do a lot of inner work. I talk about this not from the context of, like, you know, OnlyFans and Andrew Tate. I speak about it from the, from the angle of, okay, it's a job you're doing, the career you set up, the. The reason why you went to college, you got the degree, whatever. Is that a life that you want to live or is that a life that your parents wanted you to live? And I, and I believe midlife crisis is you for the first time in your entire life pausing and thinking, wow, is this my life or is this someone else's life?
- [53:12]
A
Right.
- [53:13]
B
And I think that's super sad that it happens when you're like 50 plus years old. I wish more people were a little bit more introspective and just for a quick second once a month said like, okay, is the person I'm dating who I actually want to be with? If not, don't break up with them. But maybe it's a signal that I gotta, like, put a little correct relationship into the relationship. Right. Is a job. Is a job. That. Is that something I want to be.
- [53:34]
A
That's a career path that I want to be on.
- [53:36]
B
But I don't think many people ask themselves that.
- [53:38]
A
They're just kind of like going along with the right. Until something really big happens to them and shakes their entire foundation. And then they have to think about it. Which is why I tell people all the time, do their inner work. Ask yourself really hard questions. Get really intimate with yourself before you want to get intimate with somebody else in an emotional capacity. Get really, really down to the nitty gritty of what makes you you.
- [53:57]
B
But people don't do this their whole life.
- [53:59]
A
Yeah. Because they're uncomfortable.
- [54:00]
B
Yes. So they just, they just, they just absorb. And social media is just influence on steroids, obviously. And then you wake up one day and you're like, the life I'm living is not my own.
- [54:09]
A
Yeah. And that's not what I want to do. And then who am I?
- [54:11]
B
Excuse me.
- [54:12]
A
So, Scott, one thing. What does success mean to you?
- [54:15]
B
Success means fulfillment across all parts of my life. So I think the traditional classic version is like, make more money. That's like a very small piece of it because I sit across from people who have achieved, like, you know, nine figure exits. I've interviewed billionaires too, and there's sort of two versions. There's one person that just pursued money and sacrifice everything else at all costs. And the second version is somebody who there's five buckets. At least the way I define a good life. So yes, money is one part of it, but then there's physical health, mental health, spiritual health, and then relationships. So true success is maxing out all of those five parts of your life and not.
- [54:56]
A
But not all at the same time.
- [54:57]
B
No, not all at the same time, but always in pursuit of and never sacrificing one for everything else. So I think that there's seasons of life where you can be imbalanced. That's fine. Maybe when you're like in your early 20s, you're focused on career and work and skills and making money. But then you have to know, okay, what's your number? How much money do you want to make? How big do I want my business to be? When should I take a step back and focus on building a family focus. And you never let anything go to zero either because it's a lot harder to start your health and wellness journey when you're 45, but you can maintain it while you're in high growth entrepreneur mode. So when you start to understand that there's more to life than just money, that's when I think you're happy.
- [55:40]
A
And it's making sure that again, going back to the value systems, if you're clear about your value systems, then you know what to pick up in each season and how to apply it to life with a practical lens versus making an emotional knee jerk reaction decision.
- [55:51]
B
Very much so, yes.
- [55:52]
A
Scott, I've loved sitting down with you. Thank you so much on being based in Miami and coming onto biohacket. I am super grateful that I found your content. You've been an inspiration to me. I love your quotes, I love your work and I'm just really excited that to bring you to my audience and I've enjoyed this conversation.
- [56:07]
B
I've enjoyed this conversation a lot and I appreciate you for having me on. Thank you, thank you.