How to Take it Personal and Win in Business with David Grutman

Summary

Mick Unplugged – Episode Summary

Episode: "How to Take it Personal and Win in Business"

Host: Mick Hunt
Guest: David Grutman, Founder, Groot Hospitality
Date: May 28, 2026

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Overview of the Episode

In this transformative conversation, Mick Hunt sits down with hospitality icon and entrepreneur David Grutman to discuss Grutman’s new book, Take It Personal. The discussion dives into what it means to put yourself into your work, the importance of legacy, intentional relationship-building, owning your intellectual property, and adopting a mindset that prepares you for growth and possible exit. The tone of the episode is candid, energetic, and experienced—offering both philosophical takeaways and hands-on business advice for leaders, entrepreneurs, and anyone wanting to up their game by taking things personally.

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Key Discussion Points & Insights

1. Discovering Your 'Because' (03:17–04:35)

• Mick Hunt’s Signature Question: Mick asks David to define his “Because”—the deeper motivation beyond the typical “why.”
• David Grutman’s Response:
  “As soon as I accomplish something, I want to try and take something else on again... I’m really on this mission to try to build legacy as I’m getting older now.” (04:00)
• Insight: The drive isn’t just accomplishment—it’s a restless urge for innovation and relevance, fueled by legacy-building.

2. Ecosystem Thinking in Hospitality (05:02–07:07)

• The “All Under One Roof” Model:
  David discusses bundling experiences (dining, nightlife, day parties) within properties like Fountain Blue Las Vegas and Miami, focusing on seamless guest experiences.
• Grutman:
  “We try to create ecosystems where they all feed each other. And I think by having that in one property, it lets us hyper focus on the guest.” (05:37)
• Attention to Detail: Grutman gets hands-on, evaluating everything from music levels to service sequencing, exemplifying his belief that details make the experience.

3. The Meaning Behind "Take It Personal" (07:07–09:04)

• Book Title Inspiration:
  “If I see a guest...doing their birthday party at another venue and not ours... I’m like, are you crazy right now?” (07:59)
• Grutman shares how taking things personally isn’t just a chip on the shoulder—it's a call to deeper care, a motivator to be the best, and a force behind creating unique experiences.
• “I want them to have that second thought before they go somewhere else. At least be troubled with it. At least not enjoy their meal completely because they know I’m upset.” (08:27)

4. Building Powerful Ecosystems and Controlling the Experience (09:04–11:52)

• Foundational Concept: The guest experience must be proactively orchestrated, not left to chance.
• Team Application:
  “Everyone that we interact with, we control an experience because they’re going to have one either way it goes. So are you going to be the one that controls it or are you going to let someone else decide the experience that they’re going to have?” (09:57)
• Curating Beyond Self-Interest: Grutman believes in suggesting even non-owned experiences if they elevate the guest’s experience:
  “You want to say, hey, listen, I really want to curate the best day and night for you ever.” (11:52)

5. Authentic Value Creation and the Problem with Gatekeeping (13:39–18:20)

• Thoughts on Value:
  “I try to add value for those. Anybody that you talk to, they’ll say, I just try to add value. And, you know, I talk about a lot in the book is just being a great connector and not being a gatekeeper. I hate these gatekeeper people.” (14:21)
• Against Transactional Relationships & Social Gatekeeping: Grutman condemns those who only connect people for a cut, or block access to influencers out of insecurity:
  “It pays off 10 times more than whatever that little thing is that you’re trying to make that 10 of.” (14:22)
• Substance Over Social Media: Both Grutman and Hunt reflect on the folly of “proof-pic” culture, emphasizing genuine connection over posting with celebrities for social status.
  “You sit so much more powerful with that celebrity or that person by not [taking that photo]...It elevates you on a different level.” (18:03)

6. The Power of the Right Room – Relationships and Moments (19:10–23:07)

• The Value of Being Present: Key moments and advice come from being “in the room” with the right people and in the right contexts.
• Long Game Over Short Game:
  “A lot of people only see tomorrow, they only see today and they don’t see tomorrow. And it bothers me...” (20:52)
• Relationship Example: Grutman tells a story of a DJ’s manager chasing a short-term payout labeled “generational wealth,” versus the compounded, networked value of staying with a partner who supports long-term growth.

7. Name, Intellectual Property (IP), and the Importance of Ownership (23:15–25:43)

• IP as Real Wealth:
  “It’s the one thing they don’t really talk about with you in college—how important it is and what it means to own an IP...I also won’t do a deal with somebody if I don’t own the IP as part of it.” (23:57)
• Strategic Partnerships: Grutman shares how he weighs whether to share IP, always erring on the side of ownership unless a partner brings comparable value.

8. Exit Strategy Mindset (25:43–27:57)

• Build With Exit In Mind:
  “You should always build a business that feels like a public, that a public company could always buy...If a business is not run properly or set up properly for an exit, it’s probably not running well anyway.” (27:04)
• Prefer Equity Over Fees:
  “Try to find deals where you have equity and not just a fee.” (28:06)

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Notable Quotes & Memorable Moments

| Timestamp | Speaker | Quote | |-----------|---------|-------| | 04:00 | David Grutman | “As soon as I accomplish something, I want to try to take something else on again...I’m really on this mission to try to build legacy as I’m getting older now.” | | 05:37 | David Grutman | “We try to create ecosystems where they all feed each other...it lets us hyper focus on the guest.” | | 07:59 | David Grutman | “If I see a guest...doing their birthday party at another venue and not ours...I’m like, are you crazy right now?” | | 09:57 | Mick Hunt | “Are you going to be the one that controls it or are you going to let someone else decide the experience that they’re going to have?” | | 14:21 | David Grutman | “I just try to add value...just being a great connector and not being a gatekeeper. I hate these gatekeeper people.” | | 18:03 | David Grutman | “You sit so much more powerful with that celebrity or that person by not doing that...It elevates you on a different level than just that ‘hey, do you mind?’” | | 23:57 | David Grutman | “I also won’t do a deal with somebody if I don’t own the IP as part of it.” | | 27:04 | David Grutman | “You should build a business that feels like a public...company could always buy or when you go to sell it, if you’re not buttoned up—which, that’s how business should be.” | | 28:06 | David Grutman | “Try to find deals where you have equity and not just a fee.” | | 31:26 | David Grutman | “I added value.” |

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Key Segments with Timestamps

• Discovering Your ‘Because’ – 03:17–04:35
• Ecosystem Model in Hospitality – 05:02–07:07
• Origins and Philosophy of Take It Personal – 07:07–09:04
• Team Discussion on Experience & Ecosystem – 09:57–11:52
• The Value of Being a Connector, Not a Gatekeeper – 13:39–18:20
• Importance of Intellectual Property – 23:15–25:43
• Exit Strategy & Equity Focus – 25:43–28:06
• Rapid-Fire “Unplugged Five” with David Grutman – 29:03–31:29

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Unplugged 5: Rapid-Fire Insights (29:11–31:29)

1. Throwing a Party at LIV:
   Book through VIP hosts, or directly online; options scale from tables to venue rental.

2. AI in Business:
   Use of AI-driven chat and ticketing for personalizing guest communication and automating bookings.

3. Coolest Party Thrown:
   Miami Heat Championship celebration—trophy at LIV (30:46).

4. Most Proud of:
   “My kids and my loving relationship with my wife. My family’s really special...” (31:00)

5. How He’d Like To Be Remembered:
   “I added value.” (31:26)

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Takeaways & Action Points

• Build for the long term: Focus on legacy—set up teams, relationships, and business IP with the next phase or generation always in mind.
• Own what you build: Intellectual property is more than your name; it’s the engine of equity and long-term wealth in any enterprise.
• Curate experiences: Whether for customers, colleagues, or partners, take control of the experience and never leave value up to chance.
• Connect, Don’t Gatekeep: Be a value-adder and strategic connector rather than someone who hoards access or opportunity.
• Prepare for Exit—even if you never plan one: Run your business as if it’s going to be acquired or handed down—this raises your standards day-to-day.

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Final Thoughts

David Grutman’s ethos—take it personal—serves as a rallying cry for leaders who want to deliver experiences that last, relationships that compound, and businesses built to thrive and last. Whether you’re scaling a hospitality empire or leading in any modern context, this episode offers actionable wisdom on being competitive, caring deeply, and always asking what sets you and your team apart.

Host’s Final Word:
“Mick Unplugged is about finding your ‘because’ and using it to fuel impact. David Grutman embodies what it means to take it personal and, in doing so, win in business and life.”

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Book Recommendation: Take It Personal by David Grutman

• Recommended by Mick and described as essential reading for leaders, coaches, business owners, and anyone building teams and culture.

For more inspiring conversations, subscribe to Mick Unplugged.

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Transcript

[A]

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[B]

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[A]

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[C]

VantageScore you should always build a company that a public company could always buy. It's not mom and pop time anymore. The business that's not run properly or set up properly for and exit is probably not running well anyway. That's how you gain real wealth. Try to find deals where you have equity and not just the fee. I've had many moments in my life where I could have gone left or right and I decided to just say let's just keep going forward. We try to create ecosystems where they all feed each other. By having that in one property, it lets us hyper focus on the guests. They don't see me as just a restaurateur or just a nightclub owner. They see me as an entrepreneurial that's going to help them with their lives. I'm very protective over people and I send them my deal flow. You're adding value to people's lives. That's a coupon that's going to come back. The one thing they don't really talk about with you in college. How important it is and what it means to own an ip. I also won't do a deal with somebody if I don't own the IP as part of it.

[B]

You are listening to Mick Unplugged, hosted by the one and only Mick Hunt. This is where purpose meets power and stories spark transformation. Mick takes you beyond the motivation and into meaning. Helping you discover your because and becoming unstoppable I'm Rudy Rush, and trust me, you're in the right place. Let's get unplugged.

[A]

Ladies and gentlemen, today's guest is an expert of experts. He has a new book out, Take It Personal. That not only is a blueprint for mentality, it's a blueprint for strategy. It's. It's a blueprint of life when you read it from beginning to end. He's going to talk to us about this book. The reason behind the book. He's the founder of Groot Hospitality. He is a trailblazer. He's visionary. He's an influential entrepreneur. Ladies and gentlemen, I welcome Mr. David Grubman. David, how are you doing today, brother?

[C]

I'm doing great. Thanks for having me, by the way. Thank you, Mick.

[A]

Nah, thank you, brother. Before we get into the book, because I'm gonna tell you the reason I initially connected with the book, but before we get there, I love opening the show asking my guest about what I call their. Because that thing that's deeper than your why. Like, if I were to ask you about your why, you might say your kids. And then when I say, but why are they your why? That sentence usually starts off with, well, because. And I care about that. So if I were to say, David, man, like, all the amazing things that you're doing, all the things that you've done for people, what's your. Because why do you keep doing the things that you do?

[C]

You know, as soon as I accomplish something, I want to try to take something else on again. I have very high add. So for me, it's, you know, what's next? What can I do differently than my predecessors or, you know, my. My competitors? And I think for this one in particular, the book, I'm really on this mission to try to build legacy as I'm getting older now. And I think if I didn't do the book now and I did it after I retired, it wouldn't just be. It wouldn't be relevant to people as much as. As I'm in it today.

[A]

Yeah, I love it, man. And you're so right. And. And I see your. Because in everything that you do right, you know, with Groot Hospitality expanding from Miami into Vegas and just kind of taking over and, like, the things that you do there with your business, man, like, talk to us about, you know, a little bit about what your hospitality company does and, like, that big expansion that you had to take over the world.

[C]

So we. We were able to do poppy steak, Komodo live and live beach, all under one roof, which is the fountain Blue Las Vegas. And we try to build an ecosystem for ourselves here in Miami. So in. To be able to do it in. In one property in Las Vegas where, you know, we capture you for dinner, you'll have a drink afterwards at another one of our restaurants, and then go right up to Live. Or you can start your day at Live beach, take a nap, then go eat a poppy steak, go to Komodo, and then go to Live afterwards. We try to create ecosystems where they all feed each other. And I think by having that in one property, it lets us hyper focus on the guest.

[A]

Yeah, it does. And I will tell you, there's no property like yours. You know, I was just talking to some of my friends and they were talking about it and all the things that you do, you know, talking to a Chris Voss or Robert Irvine, a Daymond John, and like your name comes up and it's the experience, Right? And I think that's what you know more than anyone, because I'll just say it. This will be a Mick Hunt Unplugged Truth right here. I think there are a lot of property owners, there are a lot of folks that don't look at the actual experience of the individual. They say they do, but. But they don't really put themselves in those shoes. And I think you nailed that because every aspect of all the things that you do, it's like you're looking at it from the true experience standpoint. And I think that's what makes you one of the most successful people in the world, bro.

[C]

I think that comes with. By being in our venue, you know, by having dinner with friends in my venues, right? So I catch a lot of things. I'm just like, this music's too loud to even enjoy this experience or just hearing everyone's conversation, it's just not enough. It just depends. And like, how the food comes, what's the sequence of service, how's the. How's the team interacting with each other? Is the lighting going down at the right moment? Is it going up too? The whole thing? Right. So you want to know all these touching points, and I think about the details more than anything. So it's all about the details.

[A]

Yes, sir. Yes, sir. Now we're going to go to the book, and I'm gonna give you another Unplugged truth, and I'm gonna ask you for one. So when I first saw the book, I was grabbed by the title Take It Personal, and here's why I'm a Unc Tar Heel, right? Which means I love Michael Jordan. Which means we all watched the Last Dance and we saw all the memes of Jordan saying, and I took that personally. Well, when you are wired the way that I'm gonna say I'm wired, that Michael Jordan's wired the way that David's wired, you do take things personal. And that's kind of like the chip on our shoulder to. To provide the best experience, to be the best business leaders that we can be, to be the best people in life that we could be. So now I want to get it from you. Talk to me about when you decided that this was going to be the title of the book and why you chose that title.

[C]

Well, it's. It's really something that I focus in with my team so much. Like, if I see a guest that I know that we take care of all the time, doing their birthday party at another venue and not ours, and I am like. Or somebody on my. Like, even like a team member, by the way, let alone I've seen team members do a birthday somewhere else. And I'm like, are you. Are you crazy right now? Like, are you insane?

[A]

Right?

[C]

Actually, I get the cat. And in, like, listen, I. I think it's to my core, I look at the window at the restaurant next to Poppy's take and see if my friends are in there. Yeah, it's not my rest. You know, I talk about that in the book, and I'm on it. I'll go like this in the window to the person. I'm like, if you could be next door, then you could be in my spot. And I think, as. As your relationships build with people, they know how. How much you take it personal. I want them to have that second thought before they go somewhere else. At least be troubled with it. At least not enjoy their meal completely because they know I'm. I'm upset.

[A]

Right, Right. You know, one of my favorite chapters in the book is chapter two, and it's building an ecosystem. And, you know, I had this conversation with all of my people about, you know, your circle and that ecosystem that you call it. And we had a team meeting on Monday where we dissected chapter two. And I could talk about it all day long, but we have the authority here, so I'd love for you to talk to us about the importance of building ecosystem and the foundational structure of building that ecosystem.

[C]

So, I mean, it's. It's. It's a great thing. I think it stems from relationships. I think it stems for. How do you curate that? How do you Curate that experience for people when they come to your city, when they come to your home, when they come to whatever.

[A]

Yeah.

[C]

What did. Let me ask you a question. What did your team get out of it?

[A]

What they got was everyone that we interact with, we control an experience because they're going to have one either way it goes. So are you going to be the one that controls it or are you going to let someone else decide the experience that they're going to have? And so for us in our ecosystem and understanding it was what do we all do that's uniquely the thing that no one else can do? Like, what is it that we do individually? Right. That no one else can do? And then when we put that together as a team, what makes us the most unfable team that exists in what we do? And that's what everyone got. So what everyone started understanding was to create this ecosystem. It starts with you in understanding that unique talent or gift that you have that no one else can do. Because at the end of the day, everyone's going to have an experience. It's just more of did you control that experience or did you leave it up for someone else to have without your influence?

[C]

I mean, for us, we also think it kind of takes the thought process out of the guest to have to be concerned about it as well. Right. Because, you know, if we're, if we're programming your night for you and we say this is what we think the best night of your life could be, and you have trust with us, that, that earns trust too. And it comes over time. Right. So. Yeah, and that's why it's, it's good. And also, even if it's not one of my places, but it's something that I think they should go see or do or something like that. You also want to plant this because if you're just. If it's just all your. Like, I might send them to an experience at Super Blue, which is this museum that has install, not mine, but you want them to go experience other things. You don't want it to just be a sales job of just your spots too. You want to say, hey, listen, I really want to curate the best day and night for you ever.

[B]

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[A]

I love that, brother. I love that. And I know you don't say this and I'm going to step away from the book for a moment just because you're someone who I've followed forever and it kind of does coincide with the book a little bit. But I like hot takes. Right. I'm just gonna say this. There's not a lot of people that can do what you do. Right. When I think of DG and I talk about again, Damon John talks about you, Chris Voss talks about you, Robert Irvine talks about you. We go to the book. You've got Tom Brady, Serena Williams, oh, by the way, Kim Kardashian does the Ford and Intro. What makes DG uniquely different from people in your category?

[C]

I think because they don't see me as just a restaurateur or just a nightclub owner. They see me as some as an entrepreneurial that's going to help them with their lives. I think they all know over time I, I'm very protective over people. That's one. And I send them my deal flow. I go, hey, I look at this new brand. I think I negotiated a great deal. Why don't you come in with me on the same thing that I've negotiated. I'm pretty good at it now and I think it comes over time. I also think I try to add value for those. Anybody that you talk to, they'll say, I just try to add value. And you know, I talk about a lot in the book is just being a great connector and don't being a gatekeeper. I hate these gatekeeper people.

[A]

Same man, right?

[C]

So, oh, someone's like, oh, do you know that person? And if they think there's any kind of monetary situation that they, that you're going to benefit from their connection, they want a piece of it. Yeah, that's just such the wrong way to look at things. And it pays off 10 times more than whatever that little thing is that you're trying to make that 10 of. And I talk about, oh, when they're like, make sure you cc me on all conversations with them. I'm like, who wants. I don't even. I. I barely have time to read all my emails. You want I'm going to tell you to go CC me on a conversation with somebody because there might be some monetary exchange between two people creating. Who wants to live like that?

[A]

Dude, I love that. And when I read the book, another gatekeeper type that came to mind is the friend that doesn't want you to become closer to that celebrity or influencer than they are. Right. It's like, I'm tight with dg, but I don't want you to be tight though. And it's like, bro, like, chill out, man. Like, what is this about? But that person, I think is worse than the financial gain gatekeeper because.

[C]

Wrong. Like, listen, I'm friends with some very, let's say, wealthy people that have a lot of amazing toys.

[A]

Yeah.

[C]

Yachts, this, that, the other. I've definitely introduced some big celebrities to some great billionaires, let's say. And they've gone and gone on their boat separately than me.

[A]

Right.

[C]

And I'm like, people are like, wow, so and so's on that yacht and you're not there. I go, great. Right? I mean, like, okay, like, I'm not, I'm not the celebrity handler. Like, like, I'm so happy that we're friends. If they meet. Great. And by the way, the person that they're on the boat with is an amazing person. They should be hanging out with them. It's great, right? Right?

[A]

Yeah. To me, that is the worst person that exists.

[C]

It's weird how people's perspective is so focused on that.

[A]

Right?

[C]

And like, oh, you're. You're get. You're not part of that. I'm like, I'm part of it just fine. Like, it's okay.

[A]

Yeah.

[C]

I might miss a boat trip. I might miss a vac. It's. It's okay. Yeah. And oh, by the way, too, like, okay, there might be a dinner and I'm not Okay.

[A]

Yeah.

[C]

So some people want to have their own relationships and that's even more powerful.

[A]

No, absolutely. And I would say I respect you in this way because you and I are a lot alike. Like, I don't need to take a picture with someone to show that I'm cool or tight. I actually never do. You've never seen me take a selfie with, like, my true inner circle of, like, high net. Worth friends.

[C]

I love pixie. I'm joking. I love content. Don't fool yourself, my man.

[A]

No, you love content. But you're doing it in a different way, though. Like, you're not proving you don't do content to say, oh, look, I'm hanging out with Warren Buffett.

[C]

No, everyone knows everything. Everyone talks. Like, here's the things I let them do. The engagement. There's many times with some of the biggest. And there's no bill. Okay, okay, yeah. Like, everyone's so thirsty to get that one picture, that one thing. Like, there's gonna be another time, my man. Like, it's okay.

[A]

Like, no, I would rather.

[C]

Are you not asking? And like, I have. I have friends of mine that, you know, they're in the. Dave, you went to dinner with so and so in the Nobody knows. Okay. But you know What? There'll be 50 other times that I'm gonna have dinner with this person. And you know, okay, maybe one time. Who cares?

[A]

Yeah.

[C]

Yeah. And then, by the way, you sit so much more powerful with that celebrity or that person by not doing that. Then. Then doing it. Like, it puts you. It elevates you on a different level than just that. What? You know, hey, do you mind? No.

[A]

No.

[C]

But then when it comes time that you need some help. Hey, Kim, can you do a forward for me after 20 something years, do you mind? No, no problem.

[A]

That's it, man. Like, and I would say, I would rather pick David's mind, pick his brain, ask him a really good question than to take a selfie to prove that I was hanging out with him. Right. Like, for me, that's. That's life. Now, do I have pictures with celebrities and influencers? Yes, but usually someone else took them.

[C]

Right.

[A]

But you don't see me grabbing my phone saying, hanging out with David today. Like, I don't need that. I'd rather take those two seconds and ask you a question.

[C]

And listen, everyone's different. Some people want to do content with you. Like, Dave, please, let's do something fun. Let's do. Let's do something great. Let's show. Great. Happy to, by the way. Awesome. And some people just don't. And it's okay.

[A]

Yep, Yep. So I want to go to a different part now. I call it the room. And I'm actually in a conversation right now on this podcast, looking him in the eye of the guy that creates the best experiences ever, that creates the rooms. Because to me, and in the book, David, you talk about relationships all through it and how important they are, how to build them, how to maintain them, how to invest in them. And the best relationships I've ever had, the best advice I've ever gotten was because I was in a room, right? I was in a moment, I was in a place where we were having a conversation that experience, the ambiance was right. And I can remember those moments like they were yesterday. I'd love for you to talk about was there a room for you? Was there a moment for you when you realized relationships matter the most? Or was there a specific conversation that you can remember because you were in the right room at the right time?

[C]

No, I think I've had the right mentors around me as well that talk about that so much. And I think because I was an only I, I really take relationships, so I'm so delicate with it. And I knew by seeing people that ruined relationships or played the short game and didn't go and just like wanted to capitalize on the press for that one second or they, they put people in bad situations or, and I'm just looking at people like, why would you do that? Why do you. Like, it's. To me, I've had many moments in my life where I could have gone left or right and I decided to just say, let's just keep going forward

[A]

and there you go.

[C]

And it's, it's something that a lot of people only see tomorrow, they only see today and they don't see tomorrow. And it bothers me because, like, just to give you a, a thing, I'm. I'm talking to a DJ about re upping his contract at, at Live. And you know in Vegas they sign you to two three year deals and another casino is offering more money than I am because it's just a bigger casino. It's a bigger this, it's a bigger this. And the manager saying to me, hey, I know everything you've done with this dj, with this relationship, you've done stuff that we could never imagine. But this is generational wealth for the, for this dj, if he takes this deal, Dave. And I'm like, are you, are you insane to say to me generational wealth, that that's what you think of your client? That this much money, which is, it's a good amount of money, but it's not generational wealth. Like what you think generational, what you think generational wealth is? And what I think generational wealth is might be two different things, right? I think this, I think if your guy is with me, he's going to have real generational wealth and not what the short little game is, and stop talking about your guy like that. Like, just say, this might be a bigger amount, and it means this amount is enough money for us to think about doing something else. But don't bring up the terminology generational wealth, because I think it downplays your guy, and it makes me. Makes me think you don't. You're. You don't really know your guy well enough or don't have enough or don't think he has the ability that I think he has.

[A]

Yeah.

[C]

And that bothered me a lot. And when I talked to the dj, I said, your team just told me about generational wealth. And I'm like, I'm sorry, my man. I think. I think if I hear that term again discussing you, I'm gonna lose my mind. And he. He was like, same thing, David. They keep saying this to me, and I'm like, I'm just getting started. Like, we're just getting started. Like, there's not a. Listen, I understand that entertainment stuff like that might be considered like a quarterback or a sports athlete where you only have this certain amount of time. I get it. Because at the end of the day, youth really, you know, controls what's hot next and blah, blah, blah.

[A]

Yeah, I. I love it, dude.

[C]

It's just like, to me, it's like, stop using. I. I hate when people position themselves like that.

[A]

Yeah.

[C]

And that's.

[A]

Yeah. And. And that kind of goes into something in one of the chapters, and I have it highlighted here, chapter eight, which is something that, again, my team and I also discuss, which is your name is everything, and you break down the importance of intellectual property and how to do that. And I actually just yesterday had a conversation with my IP attorney on just some things, because most people don't understand one. Yes, your name. But there's a lot of things that you do. There's a lot of frameworks that you have that you should protect and that you need to think about building it. So I'd love for you to talk about the importance of building, creating ip, and. And breaking down chapter.

[C]

What we're talking about is intellectual property. And. And just to clear. So your audience knows, when we say name, we don't mean just David Grutman. We. We're talking about, let's say, live, get, go, come all names. Right, Right. Or it could be David Grutman, too. Right. That being said, it's the one thing they don't really talk about with you in college. How important it is and what it means to own an ip. And as I build a restaurant for the first time, as I thought, a single unit which I've been able to grow to three and hopefully more venues. That the IP is what the most important thing is. I also won't do a deal with somebody if I don't own the IP as part of it. Because, you know, you know, I talk about there Louis Vuitton, you know, they wanted me to do an LV lovers bar, but I don't have any equity in lv. Will they give me equity? An LV lovers bar? No. And they're like, you're crazy. It's going to make your life so cool. I'm like, I'm as cool as I'm going to be. Let me own my brand and I'll. If I'm going to be cool, if I'm going to be the one that's going to make it cool that I need a share in that ip. And you have to be very careful who you let into your ip. Certain times it should just be your ip and certain times if you have a partner that's going to bring as much value as you, as you are, help you build it from the ground up, then should they share in the IP or not? And I think some people don't care about IP developers. I think that are building high rises, if they can put a brand on their building and they can charge a little bit more per square foot, they don't care what that IP is. But I think they're helping you build your ip, which is how you look at deals and saying, how do I keep building that IP through other people's marketing assets.

[A]

Amen. Which leads to the natural follow up of that, which is the exit. Right? And having an exit strategy, I learned from Daymond John, personally, Mick, don't build a business without thinking about it and building it as if you were going to sell it or exit from it, even if you never plan to. That needs to be the mindset of building it because it's going to help you actually make better decisions. And then I go read take it personal and what is David Grutman saying? Pretty much the same damn thing, right? Like you've got to prepare even if you're not going to exit, you've got to build as if you are because it does help you make better decisions. And then you actually give some really cool advice just on exit strategies in general. So talk to us a little bit about that, brother.

[C]

You should always build a company that. That's why IP is very important that you're not Going to have a mess if you do exit trying to tie up all these people that are part of your IP you want to turn to get it clean. I think as you do these deals with, with partners that they know that, you know, they have a drag along with you or a tag along where they could come along for the ride as well. But I also think, listen, you should build a business that, that feels like a public, that a public company could always buy or when you go to sell it, if you're not buttoned up, which that's how business should be. Button up enough to be in a public company.

[B]

Right.

[C]

That it's not mom and pop time anymore. Like, these are your businesses. Right. You have to build it that if somebody's going to exit. Now, let's say you said you're never going to exit that business and maybe you don't, but maybe you pass it on to the next generation. And shouldn't that next generation have the ability to be able to just step in there and run your business? I don't think a business that's not run properly or set up properly for an exit or that is probably not running well anyway. I think it's all like, listen, you need to, you need everything firing. And I think what. That's what's desirable to people that even want to look at your business is, is it set up, is it a mom and pop shop? And if, if it's a mom and pop shop is at least set up accordingly. But the X, it's not about for me, the money on that one particular venue. It's about the 8 times 10 times 12 time multiple on those businesses as you build.

[A]

Absolutely.

[C]

That's how you gain real wealth. That's why I always tell people, try to find deals where you have equity and not just a fee.

[A]

That's it. That's it. Dave, man, I know how busy you are, and I'm honored that you would

[C]

spend a few minutes an important thing. Thank you for having me.

[A]

No, man, you mean the world to me. So I got to get you out of here with my unplugged 5. So my rapid fire 5. But before I do that, I'm going to say this again. This is the book. Zoom in. Take it personally.

[C]

Yes.

[A]

Go get this book. I don't care who you are. I don't care what you do. I was selling Dave offline. Like my oldest son, who's a football coach, loves this book and has given this book to his players because there's a lot of life in here. The Relationship building doesn't matter what you do, right? Like the coaching. The. Even though you can't exit a coaching business, right? But you can build a team as if those players are moving on, right? Like, because that's the truth of what happens. So are you building a culture? Are you putting in principles and values in what you do? So this book is that important, bro.

[C]

And adding value to those athletes, right? Giving like, that's it, right? You're adding value to people's lives. That's a coupon that's going to come back.

[A]

Exactly, exactly. So this. Unplug five, ready? First question. How does a normal guy like me throw a party at live? Who do I need to know? Who do I need to know to make that happen?

[C]

Well, it just depends on how big of a party we're throwing here. Are we talking about a couple tables? Are we talking about renting the whole venue?

[A]

Let's just say a few tables.

[C]

And then listen, we have great VIP hosts at the front. We have a great program for that. We're happy to help you. And you could also even go online and pick your particular tables now and buy your particular tables.

[A]

That's what I wanted to hear. Go online. That link will actually be in the. In the description.

[C]

I like that.

[A]

Question number two. How are you using AI in your businesses today?

[C]

So now we have AI talking when you. When you go to Ticketing or you DM or Instagram, it's AI talking to you, and we're not, you know, so it's telling you, you know, tables, prices, minimums. And it's also saying, can I please book that dinner reservation for you before Live at Poppy State, Costa Donna, Komodo, Gecko, any of that stuff, and it's really helping people curate their own night via AI. Yeah, within my ecosystem.

[A]

Yes, sir. Yes, sir. Very cool. Question three, the coolest party that you've thrown, what would that cool party be? I know you got some stories, so it's going to be hard to pick out one, but give me one that's coming to mind now.

[C]

I think when the Miami Heat won the championship, I think that was probably the coolest thing. And they brought the trophy to live.

[A]

There it is.

[C]

And then the next year, again, there it is.

[A]

What's the one thing you're most proud of to date?

[C]

You know, my. My kids and my loving relationship with my wife. My family's really special, and I love that the world sees how special my families.

[A]

Yes, sir. Yes, sir. Last question. When the book of David Grutman's being Written. What's one or two words that you want to define you in that book?

[C]

Well, first it needs to say that I'm a New York Times bestseller. Let's. Let's just start there. Now. I added value.

[A]

Added value.

[C]

I added value.

[A]

Yes, sir. Ladies and gentlemen, this is David Grutman. I would say it's as simple as this. Just go Google them, right? Follow them. Google them.

[C]

Get the book. Buy the book.

[A]

Get the book. And here's how cool this book is for me, David. I'm gonna do this. I'm gonna buy 20 copies of the book.

[C]

Wow.

[A]

And the first 20 people on Instagram that message me, take it personal. I'm gonna give you a copy of

[C]

the book

[A]

because it's going to change your life.

[C]

And then let me know how you like the book. That's what I care about.

[A]

There it is. And that was going to be the follow up. So if you're one of the 20 that get the book, here's what I need you to do. Take a picture of yourself with the book and highlight something that was really cool, a lesson that you learned or something you're going to implement or change. And then tag me and David in the social post so we know you like it. There it is. David, I appreciate you, brother.

[C]

Thank you so much. I appreciate you. Take care, guys.

[A]

You got it.

[C]

Bye.

[B]

That's another powerful conversation on Mick Unplugged. If this episode moved you, and I'm sure it did, follow the show wherever you listen. Share it with someone who needs that spark, and leave a review so more people can find there because I'm Rudy Rush. And until next time, stay driven, stay focused, and stay unplugged.

[C]

Foreign.

[B]

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