← Success Story with Scott D. Clary
Success Story with Scott D. Clary
Lessons - Inside the Billionaire Mind | Timothy Daniels - TIGER 21 CEO
00:12:28
Loading summary
Transcript13 lines
- [00:00]
A
Everyday Dose is a success story. Partner now. New year, new goals. And if you're like me, you've got big plans for 2026. But here's the problem. Keeping that momentum going. Week one, you're fired up. Week two, you're already tired. Your brain is fried. You're running on fumes. Wondering how you will sustain this all year long. For the longest time, I thought the answer was just more coffee. Drink more, work more, achieve more. But that just led to afternoon crashes and burnout and jitters right when I needed to be the sharpest. That's when I realized I didn't need more coffee. I needed more, better coffee. Something that actually supports my lifestyle and what I'm building. Enter Everyday Dose. It's coffee with benefits. High quality coffee combined with lion's mane, chaga mushrooms, collagen protein and nootropics. You get the boost you need to accomplish your New Year's resolutions. It tastes like coffee. There's no crash, there's no jitters. Just clean energy that lasts. If regular coffee is a flip phone, Everyday Dose is a smartphone built for 2026. And right now, get 61% off your coffee plus starter kit and over $100 in free gifts. Plus enter for a chance to win $100 cash or get your entire order refunded. Visit everydaydose.com success story or use code Success Story at checkout. In this lesson's episode, explore what comes after success and why achievement alone is rarely enough. Discover how intentional community design creates lasting value among accomplished peers. Understand how diverse perspectives strengthen decision making and collective intelligence. And uncover how aligning personal goals with shared learning drives long term impact in business and life. Foreign it's actually funny because I see a lot of people talk about, you know, every, every, like I've, I've had an exit myself and every person that I follow, like they're all entrepreneurs that have achieved some incredible level of success. Those are the people that I look up to and try and learn from. But it's, it's always people trying to figure out what's next because I, the second you have this conversation, it's unfortunate because you had the conversation about having success in life and a lot of people will immediately be like, well, that's a rich person problem. But I don't think people understand the fact that people that do have success don't want to just be seen as a person who had success once and they never want to make an impact ever again. And this is why I, you know, I, this is, this is not part of this conversation. But I don't love the, the hate on Elon, for example, when he's achieved so much success and we talk about all the BS with the taxes, even though he's paid more taxes than any human in human history, when realistically he's quite literally advancing human civilization as we know it. And I think that obviously Tiger 21 members are not at, even at the level of Elon. But the point is, when you do have no one incredible event, no one is you want to have a playbook for giving back. But I want to back it up a little bit. I want to also understand how you built this. I want to understand because I think there's a lot of community building exclusivity, architecting that You've built into Tiger 21, which is very effective. And that could be a lesson for even if you're not trying to build a community of like these ultra high net worth individuals. The way that you've built out the community and the value you offer and the way that you've structured it and the way that you attract new members, I think is, is a very tactical playbook that somebody could use for building out other communities because you've done it very well. So I want to understand the actual, the, the business strategy behind Tiger 21.
- [03:16]
B
You know, I'm going to sort of create a framework that hopefully will allow me to answer that question as best I can, Scott, which is kind of heart and heart and mind and it's sort of perhaps a blinding glimpse of the obvious or trite or what have you. But it's also true and I want to come back to it, but I also just want to make clear, you know, I'm actually the steward of what I think is a great institution. This institution was created by its founder, Michael Sonnenfeld. It has now been around. We're entering amazingly our 23rd year. And so this is something that has been, while all the core elements are still there, we're really just building on top of it to make the member experience even greater based upon what members tell us might enhance their experience. But so I will, just to be clear about this, you know, sort of, I'm, I'm, I'm, I'm standing on the shoulders of some very impressive people, not the least our founder, not, not to.
- [04:13]
A
Not to diminish what they've done. But I do know that now you've picked up the torch and you're running with it and you still know the strategy they use. So even if it's Coming from them. You're the, you're the person that's deploying it. You're executing it now. So, so, yes, I understand.
- [04:28]
B
I just want to give credit where. Credit. I'll take my own credit when it's.
- [04:31]
A
Yeah.
- [04:32]
B
When I earn. But, but, anyway, but, but, you know, so, so it is, I think, the heart and mind part of this. First of all, take basic elements of peer networking. It is how do we actually bring together people. And in Tiger 21's case, intentionally built on the foundation of collective intelligence, which means we strive for diversity at every turn. We'll never be done, we'll never achieve our diversity objectives because you can never optimize diversity ultimately against all dimensions. And so, but it's when you can sit around the table with people who've had different experiences, who have different interests, who come from different backgrounds, that's where the richness really comes in. And so, and by the way, that's most peer networks are built on that basis. But from Tiger 21, I will say from day one, we sought to build that out. And thankfully, I think we're continuing to make some very good strides along those lines. Because that diversity, again, those people represent your board of advisors. And if you had, you know, if a board, a public company board is not structured with, you know, eight people who all are from your accounting firm or from accounting firms or from legal firms or just from, or product or marketing people, they bring you a diversity, diversity for the very reason that you need these different lenses to look at optimizing an opportunity. And as a member, it's your, your, your life, your future, your. That's your entity that your board is now helping to advise you on. And so you want people who are different sitting around the table. But the heart and mind part is, you know, I often ask members, in these welcome calls that I referenced, did you come here for think about a continuum? You've got a, you've got on one end of the continuum, utility aspects. I want to improve the performance of my portfolio, your friend. I want to make sure I don't lose the 200, the hundreds of millions. I don't know if you said hundreds. It's probably more than 200, but started.
- [06:35]
A
200, a little bit more, but it was a good exit.
- [06:37]
B
But yes, that I created. How do I avoid losing this? How do I make sure that my philanthropic impact investments are having the greatest impact, that my estate plan is established properly, etc. Etc. So there's these utility items that it sort of like check the box on Right. I want to have, I want to see a unique and proprietary deal flow, which absolutely is a key benefit of Tiger 21. But on the other end of that continuum, Scott, is sort of the experiential aspects. I've had my head down, I haven't developed other relationships. And just as you said, you know, last week I had 2,000 people who laughed at my jokes. Now it's my paid assistant who really could care less about me, about my jokes. And, you know, he's actually just sort of. He'll chuckle if necessary, but in any event, you know, it is very much of that. Right. And so, you know, how do we actually create the experiential element? How do I create new relationships? How do I actually have new life experiences? How do I diversify sort of my own portfolio, if I will? And I'm not talking about my investment portfolio, I'm talking about my life portfolio. And so where on that continuum, you know, might you emerge? And what I would say is some numbers will say, I err one side or the other, but ultimately they all end up benefiting from the entire plate, the entire opportunity set that exists for them at tiger 21. So we create the conditions through our group meeting, as I think you probably know, we have paid facilitators that we call chairs, chair people who lead the group, who curate the group, who really are there to make sure that each individual member and the group as a whole are optimized in terms of their experience. But then we augment it with other areas that look across the entirety of the network, not just in their 15 member group, but across the entirety of the network, to be able to tease out opportunities, to be able to enhance and customize each member's experience as you will. And so that's the fundamentals of networking. Forgive me, I'm kind of prattling on here a bit, Scott, but.
- [08:39]
A
No, no, no, no, no, keep going. It's good, it's good. Go ahead.
- [08:43]
B
Is, is, you know, the more nodes that you have out there and the more that there's differentiation of the nodes, then you can create them that so, so that they can reinforce one another. That's where the power of the network really starts. So the most power is going to exist in that 15 member group that you have. But what we're also doing is bringing the power of the entirety of the network to you. So anyway, that's kind of the foundation on which it was built and also gives you some sense as to where.
- [09:11]
A
We'Re going and when you bring these individuals together One of the things that I thought was very interesting is that you deliver education and human development, but at this level, it's far beyond what a regular mastermind, for example, would deliver. And also you have some of the smartest individuals in the world that will probably critique and analyze and pick apart every single thing that you say or do or try and teach them. Like, this is not like an easy crowd, right? Like, these are not. These are not people that are gonna. That are gonna be easily convinced of, of this, that or the other if they don't believe in it, like, wholeheartedly. So when you have all these personalities, how do you build the curriculum out? Because I want to, again, take the. Take the lessons that you. That you teach over and the things that you help these people with at this stage in their life. And then if we can figure out how you do it at this level, then how you build a meaningful curriculum that actually helps people that you can get on board to buy into, can be distilled into any level of community or group that anybody's trying to build.
- [10:12]
B
Well, this is. And again, it goes beyond curriculum to include experience and other elements. What we really try to understand, and we support the chair in this regard, Scott, is to understand what individually are people trying to achieve? And that is the question that I have in my welcome call with every member. What are you trying to get out of this? And the other part is, what is the group trying to achieve? You know, as a sort of collective, if you will, what would success look like? And so, you know, when you. And this now goes back to my sort of educational background, and if done properly, you start with the endpoint, right? What's the objective? And then you back up from that. And so when we think about content, we sort of go to the group. And if the group doesn't need to be instructed on health and wellness, or if they don't need to be instructed on investing in industrial real estate, we're not going to include that as part of the curriculum, but we're going to sort of bring it to bear based upon what they really are looking for. And this, again, is where we work in hand in glove with our chairs to be able to make sure not only do they have the tools necessarily necessary, but that they have access to the resources to be able to get the members what they need. But I would also say many of the learnings and you were alluding to this come from the members themselves. One of the key criteria as we evaluate members, and if they're a good fit for Tiger 21 because not everybody is is do they not only have the ability, but do they have the desire to both teach and learn? And so you know, we can look around that table and you're going to have, just as you said, you're going to have experts in a number of different fields and are they willing to sort of share their insights? It's not that they have to get up and be instructor, they don't. But they have to be willing to sort of share their insights from the areas in which they have expertise. Additionally, they have to be receptive to others who are willing to share their insights in areas where the members want to enhance their portfolio, if you will. And again, not Investment Portfolio. Life Portfolio could be Investment portfolio Also.
- [12:12]
A
Thanks for tuning in. If you found this valuable, don't forget to hit that subscribe button so you never miss an episode. And if you want to dive deeper into this conversation, check out the links in the description to watch the full episode. See you in the next one. Sam.