Andy Stenzler - Co-Founder of Rumble

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All right, what is going on, everyone? Casey Adams here. Welcome back to the Rise of the Young podcast. Today we have Andy Stenzler here with us, the co founder of Rumble. Thanks so much for coming on, Andy.

Thank you. I'm happy to be here. Yeah.

So we recently got connected through one of our mutual friends, Wilton. And I mean, first off, I am not only a fan of what you've created at Rumble, but I've been multiple times and I absolutely love the experience in which you've created from a workout perspective, from a culture perspective. But to just jump into it, I'd love for you to give the audience some insight if they don't know already what Rumble is and when it got started.

Well, what Rumble is is a group fitness boxing concept where you spend half your time on these really cool teardrop shaped aqua bags, water filled aqua bags and spend half your time on strength and conditioning with bench and with weights. And it started in 2017. I already give you the punchline. It has just been sold, right? It has just been sold now in 2021. So it was a four year run. But what was super exciting about fitness was group fitness was just going like this, of course, till Covid like set it back for a minute, but just going like this, that people wanted that community, they wanted that experience of working out together. We, we were workout guys. I'd started a whole bunch of businesses. I wasn't, I wasn't like, you know, I wasn't a trainer. So I have a co founder, Noah Niemann, who's an amazing trainer. He was the number one trainer at Barry's Bootcamp, also a boxer and he co founded it with me as did Eugene Rem, who was the nightclub king of New York and then opened the Catch restaurant chain. And Anthony DiMarco who ran the east coast on Google. So we had a lot of Good guys. That got off the ground. But the whole idea is we wanted to get in the group fitness industry, and we wanted to do something different. How were we going to get into this amazing industry, but not just be another spin place or another boot camp or another Pilates place? And I saw a commercial, and that commercial was Giselle, Tom Brady's wife was on the commercial, and she was boxing. And a light bulb went off in my head, and I said, wow, she's making boxing pretty approachable. It's not like a boiler room. What everybody thinks of. What everybody thinks of Sylvester Stallone, who actually is a rumble investor, right? He's a rumble investor. But everybody thinks it's like the down and dirty. And here was Gisele making it approachable. And group fitness is like 90% women. Rumble is actually 70% women, because we're boxing, so we get 30% guys. But so you had to do well with women. And here she was on this commercial, and I was like, that's it. We're going to do boxing, and we're going to do it unlike anyone had done before. So that was the beginning of what we. The idea. So then I got together with the partners that I discussed first. It was like the right group of people that could bring what we like to call the sauce. Bring the sauce to the table. Which meant the right people getting involved, the right influencers, the right celebrities. And we got right lucky at Rumble. We had Justin Bieber as an investor, Rihanna and Jason Derulo, and just an amazing group of people, including Sly, that helped us get this off the ground. But really what made it was customers just loved it. They loved hitting the bag, and they loved doing it in this environment that we created. And they loved that we simplified it. And the way we simplified it was we have these amazing projections above the bags. And it tells you, okay, the trainer will be like, give me a jab cross, one, two, we call that. And right up there above the bags, you'll see this jab cross, 1, 2, so that you can follow along. And we did the same thing with the weights. And so we tried to reinvent every piece of it. Eugene owned all those nightclubs, so we reinvented music. We used the top DJs in the world to help us figure out how that music would hit and when it drops. So the trainer could say, on 3, 2, 1. All of these things that all fit together. And that became the magic of Rumble.

I love that. And again, like I said at the beginning, that experience that you just laid out is not Only incredible. But it's a different type of energy that I've never experienced anything close to it when it comes to group workouts or anything. That's, again, working out in a group setting, but I wasn't aware. So you guys recently had an acquisition, is that right?

Yeah. So we sold the brand Rumble to Exponential, which is the largest group fitness company in the world. They've got eight other brands. We're the ninth brand. They've already sold hundreds of Rumble locations since we've done it. So there's going to be these Rumbles all over the world. So I feel really good about that. Like, it's. It's nice to have an impact on society and now to be able, through Exponential, to have this impact across the globe at such a faster rate than we could have ever done on our own. So that's. That's really exciting. So we're still here. I'm in Rumble's New York offices right now, but helping out. But at the end of the day, they're able to bring Rumble to the world very, very fast. And so there's nothing that you could be prouder about. Then you're going to be impacting these people across the world. And then hopefully, Casey, people all over will have that same feeling that you have. Like, this is amazing, because if you could make working out fun, so many more people would do it so much more often. And we were really focused on, hey, this has to be so, so, so, so fun. Fun so that people will stick with it. And I think we were able to accomplish that.

Absolutely. So, Andy, before Rumble, how did your entrepreneurial journey begin and how did it end up leading to Rumble?

Well, I went to Michigan, where my daughter is now a freshman. So it's pretty exciting. I was an engineer at the University of Michigan, and I worked actually for an air conditioning company when I first got out of school. It's called York International. And the reason I worked there was I wanted to go back to New York City. And they were, like, the only engineering company that had a office in New York City. So I was going to sell, like, this, not window units. I was selling, like, the stuff for the big buildings. Like, that might have bought, you know, a million, $2 million worth of air conditioning from me. But so what was really good about that company, York, is they paid for business school at night, and I went to NYU at night and got my mba. And we had our first idea during business school that we were going to reinvent the coffee industry. This was like Starbucks was just becoming Just becoming a. They were just becoming a thing. And we had an idea that we were going to take Starbucks or Coffee by Day, and we were going to combine it. We were young guys, right? 24, 25 years old. We were going to combine it with alcohol. And so it was going to be coffee, Coffee by day and coffee cocktails at night. And we literally, in the very first location, we hid the liquor behind these big, huge mural. And then at night, we would open it up and we would sell things like a mocha kiss, which was Kahlua, Grand Marnier, iris cream, espresso, steamed milk, whipped cream, chocolate syrup. And that was the beginning. That was how I started entrepreneurship. I raised $400,000 from 40 people, so, like, 10 grand each. My friends were like, I'm gonna give you 10 grand on my credit card, and you better make something of it. And so. And so that was the beginning, and I caught the entrepreneurial bug, literally. I only had one job where I worked for someone else, and that was at the air conditioning company. And so that was the beginning. The beginning was a company called Xando X and O Hugs and Kisses Coffee and Bar. That company went on to acquire a company called Cozy, which was these really cool sandwiches, and it became this sandwich company, and that was, like, my first big entrepreneurial venture.

I love that. Speaking on, like, entrepreneurial ventures, the beginning of a venture. I'd love to dive into the early days of Rumble, just because I'm currently going through the process where I just closed my seed round. And, you know, that was my first time raising capital. Learned a lot through that process. But what were some of the early days of Rumble? The celebrity endorsements, the investors that you guys brought to the table. I'd love for you to just give some insight, not only on just raising capital, but strategic capital from the people that can actually move the needle.

Sure. And you're going to have to show me your fund deal because. Or your deal because I'm starting a fund with Wilton Spade, who I know you know, and MJ Bass and Rachel Glass, the founder of Glosslab, which we'll talk about, too. What a fund. We have $100 million fund that we're using to invest in guys who can create brands and entrepreneurs just like we were. So we'll come back to that, and we'll come back to Glosslab. But the early. It wasn't our first time at the rodeo. Right. For any of us. So Xando, the coffee and bar, that was my first time at the rodeo. So you get to. You learn from the school of hard knocks. And most of the reason I'm able to do well now is all those mistakes that I made on the way up, I just lived to tell about them. And I'm able to avoid some of those mistakes now, as well as some of the things that maybe we did right. But. So by the time we got to Rumble, we were seasoned entrepreneurs, and we said, wouldn't this be great if we were able to put the right combination of guys together to start a fitness company? So myself and Anthony DeMarco, who I'd worked before, I mean, he ran the east coast for Google. He was a marketing guy, and it was technology, and it was 2017, and things were really starting to happen. And then there was Eugene Rem, the nightclub restaurant guy, and then Noah Neiman, the fitness guy. So first we had to get those players together. Once we had those players together, we had a track record at this time. So we just needed, I think, $2 million that we could have funded ourselves. But we wanted the right investors to be in it from the start. And because we had done well and knew a lot of people, some of those investors were celebrities. Like Sylvester Stallone was one of the first investors in Rumble. But so if I think back to 2017, the punchline is we opened the place on a block from where I'm sitting now, on 23rd between 5th and 6th. And if you had put in your business plan what that place ends up doing, they would have crumpled it up and threw it in the garbage. Right? The place goes on to do $7 million in revenues. Makes it the number one group fitness place in the world of anybody's kind. And that happens in its first year, really became a phenomenon. And it became a phenomenon from the right branding, the right marketing, the right pr. My wife's firm, London Misher pr, does all of my pr. So I married my publicist. So another story. But. So it was the right to hit the ground running. It was all of these things. But I like to tell a story, and my story is, in 2017, Instagram marketing was just getting going, and I had two millennial partners, Eugene and Noah. And I was like, looks, I think we're going to build this thing on the back of Instagram. And they were like, what, are you crazy? Everybody hates those ads. Nobody wants those ads, right? Like, they want to kill themselves when they get an ad. And right about January 2017, when Rumble opens, it flips. Millennials start realizing that maybe those ads are tailored to me because I might be interested in them. And they Start clicking on them. And I think that'll be a Harvard case study. And I'm telling you, it was January 2017. So we go into the industry and it becomes what's called a blue ocean, which is. It's just a wide open. Nobody else is advertising. And here's Rumble all over your Instagram. So it wasn't just with paid ads. Once the paid ads got out there, the customers took over and everybody was posting. So we had organic and we had paid, and it became a phenomenon. So it wasn't just if you lived around Chelsea, you went to Rumble. Like everyone in New York City was trying Rumble. And the buzz was. Buzz was off the charts. So much so that 11 months later, 11 months later, we had opened our second location, and Equinox came in to become our largest investor. And they valued the company at $80 million. We'd been open for 11 months. And so that's the kind of stuff you can't, like, have in your business plan. So you have to. It has to sort of happen. It has to happen. And it really was a combination of brand and always being brand focused, which is something we use today. And we talked about Gloss Lab. We'll talk about that. Always the brand being the North Star, making all the decisions for the brand, as opposed to Pennywise and Pound Foolish decisions or other decisions. But all of it's a luxury. We were able to capitalize the business, so we were able to make the right decisions. And then once you're onto a phenomenon, then you got to pour the gasoline on it. And that's what we did.

That's incredible. So you guys had one location, then Equinox came on, and then we had.

Opened the second location in August of that year. Equinox came in three at two locations. Equinox came on because they owned SoulCycle. And frankly, the last time anybody had seen anything like this was 12 years ago when SoulCycle had started. Now 14 or whatever, 15, but. So they had seen it, and they had gotten into Soul Cycle when SoulCycle had eight locations. So they figured maybe we should get in when this one's got two locations. And I think it shown they were right. Rumble had legs, and we started opening across the country.

That's awesome. What is Gloss Labs? I know you've been bringing it up a couple of times.

I'd love to learn more about this.

This is your new venture, is that correct?

Well, yes. Well, I'm your guy now for boxing classes or for manicures. I'm telling you right now, all these entrepreneurial Ventures have somewhat some of the same principles that we're able to do. So maybe Rumble had Justin Bieber and Gloss Lab has the chain smokers as investors, Right? And it's even got people like Mark Sanchez, the former jets quarterback, or Amari Stoudemire, the famous Nick. It's like it goes on and on with the great people that are involved in that. But what is it? There was a founder and her name's Rachel Glass. And she had an idea she was a germaphobe. My joke is actually now everybody's a germaphobe. Before COVID Rachel was a germaphobe. So what does that mean in nail salons? It means no water because water is a breeding ground for bacteria. So there's no big bowl of water for your pedicure when you walk in. There's a different method that we use, a triple clean method, doesn't involve water. So she had this idea, hygiene focused. The second thing she had was people get their nails done a lot. Why shouldn't it be a membership model? So half of our business is unlimited manicares and pedicures, $135 a month subscription model. People love subscription models. The third thing I'll credit my, my wife, my publicist for was when I first told her I was looking at this business to partner with Rachel, she said, andy, I love it because no one knows the name of the manicure place they go to. They go to this place on the corner or that place. And she said, I go to the least disgusting one. So she goes, your choice is either the least disgusting one or the Four Seasons. There was no brand in between. And the founders of Dry Bar, which is this blow dry place that had done phenomenally, were investors in Rumble. So I had watched, I had watched what drybar did and this looked very, very similar on the nail side of the business. And then the fourth thing was if you could do all of that stuff, you could have a great CPG product business, a direct to consumer product business where you can do hand creams, foot creams, anything related to hands and feet. So we partnered with Rachel, MJ Wilton and I and Rachel Glass, and we went out and we raised $10 million from people that I'll call Bring the Sauce. Celebrities, influencers, financial people, captains of industry titans, Goldman Sachs people, individuals, things like that. And Live Nation is an investor in Glosslab. So we put all of that together and here we go. We've got 20 leases signed across New York, Washington, D.C. and Maryland, Florida and soon to be Dallas And Houston and Gloss Labs about to be a very, very fun thing. And so I love it because it's so different than boxing. What's not different is it's building a brand. And what does it take to build a brand? I don't care whether it's tech brand or a four wall brand, or in this case, a DTC and four wall brand. How you architect that so that you can amplify the brand and grow and execute it. Surround the team with the right construction people, the right finance people, the right legal people. All these things that we've sort of built over time, we've now snapped them on the Gloss Lab. And it's really. It couldn't be more fun. So the same. The same. My joke is the same models that we're calling for the free classes of Rumble, they're calling for the free manicures. So that's when, you know, when the models are calling you and you're not calling the models, you know that you're doing something right. That's incredible.

Well, congratulations on that. It sounds like you guys are up to something very cool. And even, like when you say that, I relate. Like my girlfriend, right, we go get her nails done. I'm a huge fan of pedicures.

And I don't know where we go.

I don't know. You know, maybe we go once, maybe twice a month. But you guys are really carving out a whole new industry that as a consumer, I feel that, like, needs to be done. So congratulations on seeing.

Well, it's funny. It's funny you bring it up because we had a TikTok video go viral already. It's got 2 million views. And the premise of the TikTok video is. And I know you know Ben Kaplan from Fuck Jarry, he's in the video. And Wilton Spade, the former starting quarterback in Michigan, while he's in the video. But the whole premise is they're having a guy's night out.

And then we.

We tell them. So they have this amazing guys. And we tell the story in the next video where one of the girlfriends is walking by and she catches them having the guys night out. And. And they're getting pedicures, right? That's what they're doing at the guys night out. But it's a great video of these guys getting manicures and pedicures. And you know what makes something go viral on TikTok right now? I can't tell you, but I can tell you that one did. And it was an idea of our interns, because who's going to come up with the. Right. And our young social media director, Danny, who's going to come up with these ideas. If it's not the young people and the interns, it's not going to be me. And so we caught the viral wave on TikTok, and it's just been a really, really fun ride. And just to tie it into what you were talking about. And then dude was signed. You know, he. He held up a sign outside that said, normalize Mannies and Pettis with the guys. Right. So we got this little guy thing going on. And PK Suban, the captain of Devils, comes in all the time. So it's just been a. It's just been a fun thing. And like you say, why shouldn't you go with your girlfriend and get a manicure? Pedicure.

Yeah, I love that. Do you guys have a location in LA currently?

Not yet. The first three locations are in New York, and then a whole bunch are coming to New York City. Then a whole bunch are coming to Miami beach, and then a whole bunch are coming to Washington, and then Texas, and then I'm sure that LA will probably be the next market after that. They always used to say, and Covid screwed with this a little bit. To build a national brand, you gotta be popular on both coasts. So Rumble, of course, is in LA and Rumble's in New York. Well, Texas and Florida sort of took over during COVID Right. So. So we've modified that. That old adage, that old saying, and said, well, be a natural brand. You got to make it in Texas and Florida also, because that's where the world sort of went during COVID And so hopefully LA will be coming as the market after this.

Yeah. Speaking of COVID I'd love to get into how you guys at Rumble pivoted during that time.

Right.

Because I remember as a consumer, right, you guys were doing some outdoor classes, and I can't imagine how you guys had to move on your feet very quickly to adapt to the market. But what were some of the biggest hurdles that you dealt with throughout that phase where people couldn't do indoor workouts and you really had to take a step back and rethink your entire model.

Right. I mean, no one in the world was prepared, Right? So you get anyone who says they were prepared for that pivot. No one was prepared. You really had to pivot. So we looked at it like any brand should. We needed to stay in contact with our customer. So what did that mean? Like, what could we launch right away? Well, IGTV Right. Just free. Just. Everybody's going stir crazy in their house. Let's be an answer for them to getting their workouts done. I think we've had. We. I think we had 10 or 15 videos go over a million views on. On. On IGTV. And that was a way to stay in contact with your customer. Then you had a little more time. So it's like, okay, let's modify Rumble. Although everybody loves the inside and the crazy feeling you get and not having to wear headsets like you do outside, we've got to come up. We've got to modify this concept for outside like we did in your neck of the woods in Santa Monica. And we had a bunch of outdoor locations. So you had to say, we have to bring the brand to where the people are. And so that's what we did. So we built a robust business that's now turned into Rumble TV today. And so that becomes a chunk of the business that we expedited. That grew much faster. Just like Peloton, sort of. Their business plan got expedited, I'd say, by 5, 10 years because of COVID We had to pivot and expedite our plan like that. So that's. We went and met the customer where they were. That's what I would say we did.

I love that. And you guys did very well at that in terms of how I see it as a consumer. So congrats on that.

If you were to. People love the brand, and so you can't trade that. That love of the brand, like, it gave us its opportunity, an opportunity to meet them there.

Totally. When you think about building company culture and hiring, what are some of the best practices that you guys have taken at Rumble and now into your other ventures when it comes to building that culture in the office, but in Rembl's case, in the room where you're actually working out.

Well, I was lucky. That coffee company that I'm telling you about, which was Xando Coffee and Bar, that company had an opportunity to sell back in 1998 and sell to this guy named Howard Schultz. He happened to be the founder of Starbucks. And so what Howard taught me was, is there a way to get everybody and make them an owner? Can you get them the same feeling to make them owner? And Starbucks had this thing called Beanstalk. And they were really the first in the world. They were really the first in the world to give every employee, whether you were a barista, whether you were a senior executive stock in the company. Because there used to be all These security laws where you couldn't even do that. Starbucks had to get it changed. And I loved it. And really, every company I've started or modified from that point forward, we use the same thing. At Gloss, I've been any portfolio company that go with our fund is called the Lab. It's encouraging them to create that culture, that culture of ownership. Why not have every single person, I don't care if they're cleaning the floors or they're a senior executive, they should be part of that ownership team. So at glosslab, it's the same thing. Every technician owns stock in the company, every manager owns stock in the company. Then we try to create upward mobility. I've always been lucky to be involved in things that grew relatively fast, create upward mobility, create a place where you feel, hey, if I put in my time here and I'm an owner, that I have a chance to advance myself and advance my career. At Glosslab, we automatically charge customers 20% of their services before they come in for the tip, so that our employees are frankly never going to get stiffed. They always get 20%. So that's an employee first company. A company that's going to make sure their employees get tipped, make sure those tips get to the employees, make sure that their stock owners is growing so that they have advancement. Those, to me, are the pillars of HR, of creating those things. Clear reward and recognition systems, clear feedback systems. Those staples. No matter what business I start, invest in, am involved in, or what the fund will do, those are things we're looking for. It's that mentality of what it takes to win. And now, of course, here's the shift that nobody expected, and every company's treating it differently. What's the work from home versus the work in the office situation gonna be now? I love it. We're in Rumble's offices, Gloss Labs in here, too, and we've got some live people back here. And I love that energy. But do I think the world's ever going back to. Everybody works in their office. I'm one of the people who don't. I think that they'll be all sorts of employees. Ones that want to commute, ones that don't want to commute, ones that want to commute half the time. And Zoom, which we're on now, has made that all possible, that you really can be efficient outside the office. So I think today's world, you have to adapt to all the different types of work experiences that you need to provide so that your company can be successful. There can't Be a person that might be based in Louisiana, that can really help Glosslab. That person now can work for Glosslab. Our Jessica, our head of store development here, she's based out of Tennessee and we zoom all the time and it's efficient and that's where she wants to be based. So she's happy. And so that mental state, that mental capital that you build is important too. So I don't think there's a playbook here. I don't think there's a playbook for so much that's going on here. The playbook that the only playbook. That's same as try to make sure that you stay capital rich. Right. And that's easier said than done. But if you can stay capital rich, that dry powder enables you to take advantage of much more than you could if your back is to the wall. I love that. You know, like, like when I went to business school, they'd be like, never sign personally for anything. Well, the people who taught that never started a business where, like your first business, you sign personally for everything or there's no business. Right. So it's like, it's like, it's like silliness. But when I speak at Stern, I talk about, look, when I was young, I had nothing to lose. I mean, take the chance. I didn't have a wife, I didn't have two kids. So each year I want to take less and less risk. But when you're young, take all the risks, what's the worst thing that happens? You fail. You go back and get an amazing job because they love that you experience failure and you know what it's like to come back from it. That's the worst thing. So you have to gauge where you are in life, like, you young and what those opportunities are, and you take the appropriate risk at the appropriate time. Those are my 2 cents. I got my view of the world. Listen. Some people should listen to my view. They should listen to this guy's view, that guy's view, and formulate their own ideas from whatever they might take away from it.

Absolutely. When you talk about staying capital rich, I know I briefly told you, but I recently closed my seed round and like, the journey of raising capital has been, as I said before, very intriguing to learn about. And if you were to give yourself advice, as someone that's just starting their first business, what would your advice be to a young entrepreneur that's going to raise capital for the first time or to really just start their own business overall?

Well, I think you have to be like that first time. I mean how many people did I ask for $10,000 each? 500 and maybe 40. Maybe 40 gave it to me. So you have to be relentless on your pursuit and you can't be shy. But what I would say is finding the right partners is so important and making sure that you find the right money if you can. Because for instance, if you and I had met first and I was advising you on your raise. I like to do deals where the founder CEO stays in control. So like the lab, when we're doing our deals and looking at our deals, it's like we want the founder in control. That's who we're betting on. We want to be able to move fast, we want the founder in control. So we set up the deals where the founder owns the voting stock and the investors own non voting stock. It might be preferred, but it's non voting stock. And maybe that's harder to raise. But with us and the team I have now, it's a strategy. And our strategy is we're backing individuals like I'm backing Casey. That's why I want to back, I don't want to back the venture capital company that can throw Casey out tomorrow if they don't like them after two months because they've got so many covenants built in the deal. This is all utopia. But it's not impossible. I mean Mark Zuckerberg, yeah, he has the control of the company, the voting stock, the Google guys, Sergey, they controlled the company from day one and they were able to raise the funds where they were able to maintain control. And I would argue that if Mark didn't have control or Larry and Sergey didn't have control, that those companies wouldn't be where they were. And that's maybe a great example. Steve Jobs, right, they fired him. Gone for five years. They had to bring them back. I mean think of it, none of that stuff had happened because he actually, he didn't set it up that way where he didn't have control. Now he still pulled it off. It's the number one company in the world. But wow, for five years Apple's tooling around because they weren't betting on the right guy because some venture capitalist threw him out. So we like to bet on the people, we like to set up the deals on that and we're willing to take that risk for speed of decision making and mental capital where the founder feels like they can make the decisions and they're not getting second guess it. But we also love the people we back are ones who listen. We need listeners. Because when we do deals, we don't typically have the rights to do anything. We just need people who listen, who want to listen because they think it's the right thing for their company.

Absolutely. Well, Andy, last question before we wrap up here. And that is just if you were to go back in time and give yourself personal advice up until this point, what would it be and why?

I mean, there is so many mistakes that I've made over these businesses, like 20 plus years that I've been doing them. I don't know that I can point to one. I'm going to focus back to the core things that are important to me. The right people that you want to work with because life's too short. So finding that right chemistry. There's so many stories about these partners can get along or they were best friends or whatever. Finding the right and it's hard to do the right chemistry is as important as anything. And then finding the right way to capitalize the company, it always comes back to that in the beginning. It always comes back so that you have the flexibility to win. And so many fail that are great ideas because they didn't have the ability to capitalize. So if you can't capitalize it, find someone and give them some equity who can. Like I share the piece. Yep. Share the pot. I mean, I'm a sucker for that. I've always had partners in all my businesses and I love it because that's just. I love, that's the energy that I love. I love that. Feeding off each other. Like with MJ Bass here and Wilton here and Rachel at the lab, and Ashley Camarini, who's my right hand woman at Rumble, who's now the CEO of Rumble and like feeding off each other. So. So I'd say try to make those right decisions. Try to stay capitalized. Many it gives you the opportunity to fail if you have those two things and you're going to fail. So you got to be around. You got to be around to talk about it. You didn't go. You failed, but you didn't go bankrupt. You failed and you pivoted. You failed and you pivoted. If you can stay alive, you got a chance to win.

Absolutely. Well, Andy, before we wrap up, where's the best place for everyone listening to follow you to stay in touch with your journey and everything that you're building?

Instagram, you can find me. I'm Stens 18. It's my lucky number. I'm on Instagram. Feel free to DM me if you've got a great idea that you feel needs capital at any stage, and you feel that your company can be a brand, because that's what we're trying to do with the lab. Use our formula that I described today to create a brand. Feel free to DM me the idea. We're looking at all sorts of companies and look, a lot of people helped me on the way up. I try to get back to. I try to get back to everybody I can because so many people helped me. And I wouldn't be sitting here today if they didn't.

Absolutely. Well, Andy, thank you so much for coming on the show. I'll make sure to link everything down below. And I look forward to seeing you soon when I'm in New York.

All right, perfect. We'll do a rumble together.

Monarch Legacy of Monsters An Apple Original Series the world is on fire. I decided to do something about it on November 17th.

This place.

It's not ours. Believed me. The most massive event of the year arrives. If you come with me, you'll know everything. I promise.

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Monarch Legacy of monsters streaming November 17th only on Apple TV. Plus.