An Interview With Alex and Leila Hormozi

You may know these guys as having sold a company for 100 plus million dollars at 32 years old. No big deal. But you're about to learn from two of the craziest people I've met and they happen to be a couple. And now they're friends of mine. Okay, so what's the deal? They started a gym licensing company and they were doing $2.3 million a month and $17 million a year. In one year. Ridiculous. Then they did a supplement company that I use, this one that did $1.7 million in six months. Also ridiculous. Then they created a sales company that did $1.6 million in a month, all before the age of 32.

Ridiculous.

Were they lucky?

I don't know.

Being lucky is probably not being right four times, all within a ten year period. Instead, there's a system for that and we break it all down in this video. So buckle up. We've talked about stuff that they've never discussed before, even in all of these interviews. We're going to ask them, how big are their caps really? How about their bank accounts? How much money is there really in there? What it's like to be a power couple. Alex, how sad is it that Layla's way cooler than you and probably the smart one in the relationship? How hairy do you think the two of your children might be given your Persian roots? I'm going to ask them the tough questions, you guys. So get your notepad out, put your drink down, because you're going to want to take some notes for this. Everybody always asks me, like, how do you get mentors? What's your board of directors look like? Like, how do you get a board of advisors? And I've struggled to come up with terminology about the right framework to express the fact that I find it annoying when people ask me to be a mentor. Don't ask me that. I'm a terrible mentor. And simultaneously, it's so important that you have people that you can call like that. Do either of you have a framework of, like, how you group humans around you and keep them in your circle?

People want to be, you know, in proximity with Alex because he helps everyone that he talks to. Right? I think that I picked that up from him because I watched him, like, we went to our first, like, mastermind. It wasn't my. It was my first, not his. And I watched him be like that with people. Then I was like, I should always give first because I saw, like, how much people then are willing to do for him. And not even, like, we need anything from anybody. But, like, it's just nice to. Then it kind of creates a. I think the only way that you can create a real relationship is if you are the vulnerable one that gives first. And so I think in doing that, then you open yourself up to people who are actually really abundant, you know, because then they're like, if somebody sees that something he's giving is actually really good, they're like, fuck, I should talk to him. And, like, I don't care what revenue level you're at or anything you're doing, like, I'm going to talk to that guy. So I think I've seen a lot of people approach Alex just because of that, because they're like, he's got something really good.

Yeah. So, like, when we started, like, the mastermind stuff, like, I didn't have a lot of skills that were, like, useful to anybody else, but I knew how to, like, run sales teams. And so I just was like, well, I can do that. And so I just literally went person by person. I was like, hey, do you have sales scripts or anything I can help with? That's what I'm good at. And so then I got on calls with basically everybody who's in the group and just rewrote some of their scripts, like, hey, try this and this. And just the stuff that I was good at. Try this on drilling your teams. Here's how we can recruit better. And then what happened is, at the end of that, they voted me member of the year for the whole group. But I think more interestingly, like, so there's an objective, like, outcome. But then I had, like, a hundred people that if I needed something, I just. I had that, like, available to me. And so, like, I always just like, having lots of cards or, like, lottery tickets uncashed. So, like, most people are takers. A handful of people are like, actually, it's probably like, 25% are, like, takers. And then the vast majority are tit for tatters. Just like, you give me, I give you something. And then very few people just, like, give, and then they get something back. Awesome. But, like, when givers meet givers, I think they resonate more. And then that's where I feel like you get kind of better friendships. You network. Well, if you are an asset in someone else's network, let's say I'm valuable in someone else's network and someone. So, like, Cody, just use the example, and Cody wants to gain status with somebody else. You might be like, hey, Sam, you should meet Alex. And so now you get value from both of us. And that happens if you are valuable. If you have no value, then you don't get interest because then it's a cost for you. If I suck, then Sam's not doing you a favor to do me a favor. So it's like, man, that's a really costly relational exchange. Whereas like if I add value and so does Sam, then everyone kind of gets benefit. And that's why I think it becomes more viral that way.

I think that connector aspect is such a hack because then every time you meet Sam or every time you meet Lisa or whoever I introduce you to, what's your common denominator? Me. So I don't really have to engage with you for you to engage with me with another person. Then you multiply that by 100 and sort of magic starts to happen. You don't even realize it. You guys now invest in a ton of businesses. You see, you know, I don't know how many, how many businesses do you have to see to invest in one.

So it's about 0.2% of businesses that reach out to us, we invest in.

Okay, 0.2%. So you got a pretty big funnel at the top. Then you've got a process to funnel it down. What these days, everybody wants to know, like bitcoin on fire. NFT dying, stock market crashing. Real estate probably next interest rate nightmare. It's like, where do you put your.

Money under your, under your bed? I'm telling you, it says fiat currency burning. You know, just stockpile.

So I mean decide what to invest in.

Yeah, Warren Buffett talked about this at Berkshire Hathaway meeting. So he just said the two things that you can do in an inflationary period is you can increase your earning power and you can invest in businesses that have low capital expenses. So our businesses that we invest in are Internet businesses. And so a lot of you learning, but Internet businesses in general, so they have no inventory, they have no rent, they have no supply chain issues. And so the only costs that we have are mostly variable costs with media and even the fixed costs of employees. As terrible as it sounds, if revenue drops below a certain point and the ratio of clients to staff is not right, you can adjust it. Whereas a lease or a big machine that you bought that you have a ten year thing on, it's a lot less flexible for us. We invest in high cash flow Internet businesses that are low capex. And so that's kind of the investment thesis. And it's also what we're good at. And so that's it Wasn't by master design. It just happens to be beneficial in this period.

Yeah. And I think we have our advisors that are really great with stocks and NFT and bitcoin. We have our expert on each of those and so we listen to them and put some into each thing basically. But anytime we invest in anything, honestly I think both of our thought is probably we're never seeing the money again. We would only invest an amount where we're like, it's fucking gone. Like, like and that's sometimes a lot of money too. And I'm like, fuck it. You know, like it's like because we're so focused on the thing that's making the cash flow and the businesses that are cash flowing and investing in those that, you know, that's what we're really good at. And I just don't honestly, like, I'm gonna be really honest, I just find it also fucking boring. Like I literally like reading about it. I watch like a whole day on NFTs, on Bitcoin, all that and I'm just like, I. But I'm so good at this other thing already that I like feel so much more fulfillment from it. And I think that if I didn't have that I would totally get into that stuff. But I do have that so that.

Like, you know, and you make more money in business than you do investing. Like the equity growth itself is bigger if you're good at it. Do you have a lot of debt?

No, I have basically no debt.

So it's so interesting because we don't either.

Yeah. And so real estate, I have real estate. I have locked in non variable real estate that cash could completely cover.

Yeah.

And I'll do debt up front for deals for sure.

But then I usually like seller finance debt or things like that.

Yeah, exactly.

Non recourse. Or I might do personal guarantees on like a very small deal if that helps get it done or something. But for the most part I'm a wuss on debt. But that comes from being like immigrant mentality. You know, my parents, like if I was smart, my wealthiest friends apply debt intelligently. I just don't think that I'm smart enough to be able to model out potentially negative scenarios in order to feel good enough to sleep at night.

People talk about how you get good at investing. I was thinking about as we were talking about, but I think one of the things too, and maybe you feel this is like I don't even think that we could be good at investing our money because in any scenario where you're fearful because I feel like the moment that you're scared, you just are making decisions out of fear. And that's how most people invest. They actually invest out of fear. They're actually scared of missing out. And so they invest or they're scared of losing, so they don't invest. You know what I mean? It's always fear driving the decision. So I feel like, honestly, for me, even until we have like a certain amount of money, I couldn't make any clear decisions about investing. And now I feel like, well, I think I've confronted a lot, like, mentally of just like, what if we lost everything? And I'm like, we've been broke before, you know, like, who gives a shit? You know what I mean? Like, it's not that bad.

But that's like the debt thing. I mean, Warren talks about it, but it's like risking what you have and what you need for more of what you don't have and you don't need. And it's just like, I don't know, the marginal utility of money is very low. A lot of people don't like hearing that, but, like, it's just true. And so what is the. What is the. Like, if the only reward is that we are just risking, you know what I mean, so that we can have a bigger number. It's just like.

It's funny because people ask me. I actually get it all the time when I do Q and A's. Why does Alex wear wife beater and Croc? I'm like, that's what your question is, you know, I mean, like, out of all the knowledge, like, hey, what's on your nose? You know? But anyways, it's funny. Ask those questions. But.

Why?

I think.

I think that is totally valid. That's like the. The women politicians that get asked what they're wearing all the time.

Oh, really?

Oh, God. I don't know why you want to know that.

I don't know why people want to know. But what I always tell people is, you know, they're like, does it bother you? And I'm like, why would it bother me if somebody does whatever the they want? Like, that's so cool that, like, he's. Alex has always been that way. Which is like when I first met him, like, I'll never forget, we were like, barely dating. And he came out, like, I can tell he came out of the room, he's on the phone with somebody, and he's just butt ass naked. And I was like, because, like, we're not, like, we're like, but, like. But like, I was like, wait, what? Like, we're on this left, but I'm completely dressed.

It's like our second date.

Yeah. And I'm like, oh, God. And I was like, wait, what do you. He's like, I walk around naked. And I was like, oh, but, you know, I'm here. And he's like, I don't give. I was like, what? And it was like, at the same time, I was like, I wish I could do that, you know? Like, I wish I felt, like, fucking awesome enough about, like, I don't give a if I'm naked, you know? But, like, I just would never do that. And I've always admired it about Alex because he just doesn't give shit. I know.

Where do you get that muscle? How do you build the not give a shit muscle? Were you always like that?

No idea. No, probably not.

Probably not.

Or were you not? Like, when was the first time that you could. Or the last time you could remember?

Oh, that. I. I mean, I still care about things, for sure. I don't want to say, like, I don't care. There's definitely. I think. I think it is a muscle that you just get. Get stronger and stronger. But I think a lot of that comes to my, like, beliefs about life and living, which is, like, I tend to not think that most things will matter eventually. And so. And I also think that most people will not be at my funeral. And I also think they'll all forget about me within a few weeks. And so, like, do I really care? Like, if I'm gonna die and two weeks later, they're gonna forget about me? Do I really care what they. They think about my clothing? Like, my death? The most important thing that will happen to me, they will forget about two weeks later. So I just don't think it matters if I'm wearing a beater or, like, nice shoes or, like. So it's just like, am I comfortable in this? Does it serve the functions that I want? Like, so for me, it's like, I have to be able to get into restaurants wearing it. I have to be able to work out in it, and I have to be able to, like, work in it and be cool. And, like, the reason that I wear the flannels most of the time is, like, I can go from pretty hot if I button everything all the way down to, like, varying levels of less heat to taking it off. And I still have an undershirt, because otherwise, if I just had that and I went all the way, then I'd be shirtless, and I wouldn't be able to go out in public. So it's just like. And then even with these. Yeah, right. But, like, even with these, I can, like, kick these off under the table if I start. Like, I have a lot of, like, temperature regulation because that's apparently something that I do a lot. I get hot a lot. And so, like, that is functional for me. Like, I think. I think the vast majority of, like, suffering comes from our own judgment of what we think things should be. So it's just like, I shouldn't feel this. Like, why not? Like, I shouldn't be angry. Why not?

Yeah, but I think most people are in their heads unhappily. Like, I don't know what the percentage is. We could. You guys might know this, but, like, I think people probably are unhappy most of the time.

I think people think they're unhappy. I think people are human and they judge themselves for having a human experience. And they're like, I am hungry. It's like, I always crack up the antidepressant ads. They're like, hungry, horny, sleepy, awake. Well, then you need. You know what I mean? It's just like, so you're a human and you have varying degrees of emotion, and people just want to not experience the low ranges. But in order for there to be a range, there has to be a median, and then there has to be. Half of the time it's below that. And people just don't want to experience that. And then they label the negative experience as a deficiency or something wrong with them. And then they spend the rest of their lives trying to fix this thing that they completely fictionalized. So I think most people think that happy means that they have to be above a midline, and so that it does. So, like, by the definition of how they define happiness, they are bound to not be. LeBron has his thing. Like, no new friends. And I feel like we're like, no new ideas. And to be fair, like, most ideas are not new. Most people just poorly execute old ideas. And, like, to make money, you don't even have to have a new idea. You just need to, like, make a promise everyone else is making and actually fulfill it, which most people don't do anyways.

I was actually looking at. So I was looking at the cadence of meetings in a business, right? And I was labeling, like, in a traditional business, how many are strategic and how many are tactical? And there's so many more tactical touch points. And I was thinking. I was like, this just proves with math the fucking Point that like, it's all in execution. It's like, you don't need all the new ideas because, like, the percentage that a business spends on the strategy and the new ideas is so little compared to the tactics.

We started having a meeting that was ideation and it was the worst meeting we ever had because lots of people ideated. And then it was like, so who's going to be in charge of this? Yeah, right, right. And then, you know, you would give me an idea and then you would say, this is the idea. And then we'd be like, who's going to do the idea? And the only option was like, be like, well, that's going to be you. If you bring an idea. Like, you are going to need to be the one that actually does the damn thing. And so we switched them to execution, which is just, if you have an idea, what are you executing on? What actually worked? Because we're not recreating the wheel on anything that I do or a lot of the stuff that you guys do.

No, none of the stuff we do. We are all about, I mean, to your point, about like boring businesses. Like, we are all about, like very easy to understand businesses that we have simple levers that we can consistently execute over and over again and make a lot of money doing it.

You have really strong opinions on Focus 1, income stream, get rich, and then what?

So it's. I think a lot of this is like when you look at dichotomies versus continuums. So it's like, okay, well if a business has two product lines, is that one business, right? And so like, there's probably elements of gray between, like, no, having one single thing that you sell to make money is probably not a good idea. Now it is a good idea in the beginning if that's how like, like all of those things add complexity. So it's just like the more you do, the more complexity there is. And I think that it's just so easy to add and so hard to do. And most people do not have like, one of the difficulties with giving like mass social media advice is that you don't have, like, I can't give context to whoever the person is, but I can say that, like, of the many conversations I have with entrepreneurs, probably 19 out of 20, maybe 99 out of 100, even more need to just focus more because, like their personality type wants to do new things, wants to do these new exciting things. But like, I'm sure you get these reach outs too. It's like, hey man, I'm doing 50 grand a month. I think I've saturated my market. I'm like, it's a $60 billion industry. What problem are we solving here? It's like, well, I can't grow past year. I'm like, okay, you're just blaming circumstance on the fact that you have ignorance or a lack of skills to get over this hump, which is like, you have one sales guy. Maybe you should hire another one. Oh, no, we just doubled the business. What a concept. It's like, you didn't saturate the market. This is crazy. You're like, well, we doubled our ad spend, you know, and so. But most people just do the next thing rather than fixing the problem in front of them. And then when they add up all their income streams, it's still the same number. And that's what's really interesting is that I think that there's, like, entrepreneurs have a certain, like, income level or revenue level that they can support with their skill set. And it just divides out between whatever, you know, amount of things you have. But the thing is, once it's divided out, I don't think you can move forward until you figure out how to overcome, which usually means you have to focus on one, figure out the problem is. And then all of a sudden you get the next level. And so I think it's easier to go, like, stay narrow and then build the equity in one big business. Now, if you have product lines, et cetera, that's fine, and you have to have leaders who can. Who can take those things on. But yeah, so that's the. That's probably not a rounded out point.

There, but no, I think it's really interesting because we've, like, I think the reason we feel so strongly about this, too, is we've seen it so many times in gym launch is when it started, and then Allen, and then now in acquisition.com and in gym launch, like, I'll never forget being at one of our, you know, highest clientele meetups, which is like, your gym's doing a million a year, right? And it's like, then at that point, they're like, I'm going to start another one. And we saw it with, like, it was one meet. There were three of them where this happened, which is they were doing, you know, maybe 850 or 950Amillion in revenue, right? And then they open a new location. The other one sinks to 500. This one goes to. And we were like.

And then he's like, but I'm going to open a third one now because Now I got the systems in place, and then it goes to like, 350. 350. Three fifty.

It was crazy.

Like, so, like clockwork. And so we're like, okay, there's something to this. And then obviously, we made. Alex made his blunder of the. Of the season, which was like, we started Prestige Labs, which is our supplement company, which strategically wasn't, I don't think, a bad decision, but we were not at the skill set level to be able to do it. And we didn't understand, like, what leadership at that level needed to look like in terms of who we would need to recruit to run a business that day one was doing a million and a half a month that we didn't know. And so then I got diverted over here building this thing. And then Jim launch just basically stuck.

Yeah. And it happened on a large scale for us. So, like, you know, people look at it, we're like. They're like, yeah, but your business is doing like four and a half, five million a month. We're like, yeah, but we know it should have been, you know, we should have sold our business for 300 million. Like, we could have gotten the business to 500 million, but, like, we didn't. We did things too soon. And most people, if you look at most businesses that are stable, like, they add things very methodically and every, like, couple years or a couple. But new entrepreneurs are like, next week, you know, like, I've got 20 grand now. You know, I got to put it in this new product line. And so I think it's. You have to. I said this in a video, like, I have to give. You have to give general advice because you're like, well, for 95% of people, this is going to make the most sense, whereas there's always the 5% that can. I mean, we know people who are the 5%, and they can take it and do it. But most people that are watching this are not that.

I think where someone's at in their entrepreneurial journey. And the vast majority of people who are trying to do, like, the I want lots of income streams don't even know how to have one. We want to cross a billion. And so, okay, in order for us to do that, we have to do something that, like, either we go high tech, but that's not our game. I mean, maybe in the future, but not now. That's not our skillset. So it's like, okay, so in what way can we kind of do like a boring business model that can get to a billion? Like, okay, well, this model will work. We have a lot of leverage with our experience and we know how to do it and we can attract the right people. And these are the types of businesses that we can do this over and over again with. And it's something that gives enough variety for me to not get bored because I have new businesses that are coming in, new problems to solve regularly. And if we can do it, like, as long as that stimulus is there, and I have a really big bone to chew on, for lack of a better term. Big things take time. And so it has to have that. For me, it had to have that variety for a long period of time in order for me to stay in it for what I think it'll take, which will probably be a decade to hit, you know, the billion.

And you guys did Gym launch for how many years?

Five.

I just don't like the whole, like, lifetime commitment things. Like, I want to do this business for the rest of my life. Like, get the fuck out of here. Like, how many businesses actually last that long for one and then for two? Like, I just don't like trying to predict the future of what I'm gonna want in 20 years. So I think we both like, we like setting like a little bit smaller timeline.

Seasons.

Yeah, we're like, hey, we're live in.

Vegas for three years or two, so we rock. Five year seasons has been like the majority of our, of our thing. I think it'll take, it'll. I mean, I say 10 on camera, but I think it'll. It'll take less than that.

But yeah, but even at that point, you know, we have no desire to sell acquisition. Yeah, that's not the plan at all. The plan was, you know, the decision to sell Gym launch. Gym launch is a great business. Gym launch is a great foundation to build a fitness empire. We decided we don't want to build a fitness empire. We knew exactly. We're like, this is what's going to take to get it to a billion or the next level or whatever. Right. And we're like, we just don't want to do that. And so we're like, this is the ladder. It's built 75%. Here's the rest of the way. Dedicate the rest of your 10 years. And we're like, it's not the wall I want to lean my ladder on.

And so we're like, why we're not interesting? I mean, because like, I had, I've been like, I. We have been in fitness for ever. And on one side you can hear the like, well, dude, it means you know so much more about it. You have such a huge compounding advantage which, yes, like we can do fitness in our sleeps, but like at the same time, like I don't want to do it. And for me that is reason enough. I don't want to do it. And so that's fine. Like we'd have to do M and A of gym chains and we'd probably like. I'll tell you exactly what we would have done. And the private equipment firm that's doing it is. Probably has a slightly different playbook. They're gonna probably do a tech play, which is not my wheelhouse. So I probably wouldn't. So it'll be interesting to see how they, how they, how they played out. But like probably would have franchised number one. Probably would have acquired some sort of bank or processing to do niche processing for them. So I would own the processing and I would, I would have a percentage of it as well because it's a royalty on top line revenue. Because gym launch produced over a billion dollars in income for gyms. But we didn't get any kind of percentage on that because that wasn't the model. Right. Because I had no way of invoicing for that. Right. And so I probably would have some sort of conversion from the front end licensing into the franchise to create a 10 year kind of recurring model. Add in the niche banking piece and. And then probably just start doing roll ups on agencies to convert the agency front ends basically get rid of their back end, use our backend because we made five times more per customer than any of our competitors and just use their, whatever their marketing, like keep the face, keep the outbound dialers, keep their ad guys and then just plug them all into our back end. That would then funnel into the franchise and that would be all I would do. And then tuck ins and just like little things that would make sense strategically. But like, man, does that sound boring. It's just like not. And I, and we just didn't want to. I didn't want to be the gym guy and maybe that's my own, my own thing. I just didn't want to be. I already look like this. So like I would be pegged as gym guy for fucking ever.

I think to give you context, like gym launch was started on accident.

Yeah.

It accidentally exploded. Took us from being broke as shit and having no money to being like extraordinarily wealthy. And we're super grateful for that. But it was never built intentionally. It wasn't like, what do you want to do every day? What do you like to do with your time? What do you see? Like, it was like, we're fucking broke. Keep going. We're not going to be broke one day. And so it's like we never built it to be a business that both of us would like, be long lasting, have a drive for. And so just like it's a great foundation for Fitness Empire. We said we need to build our foundation for the other kind of what we really want next. And so we want the machine that builds machines really. And so that's what acquisition.com is. So we're like, that's what it is fundamentally to us. We never want to sell it. Maybe it will build other things and acquisition will own other businesses and those.

Might get bought and sold. But like acquisition.com will never, like, because now that we did sell Gym launch, like, I never want to build a team from scratch again. Like, and we're doing with acquisition and it's like the team we have now is fucking badass. But like, it's just time, you know what I mean? And I'd rather just get the trust and the trench knowledge and the experiences together and then just keep sharpening the knife of that, of that machine and then we can, you know, basically. And from a tax perspective, like, selling just never makes sense. So it's just an accumulation game. And so. And it's just for no reason because, like, why not? And that's literally the only reason we're doing it, because just why not? What else are we gonna do? Like dig ditches? Like, I don't know, like, this is what we find. Interesting.

Story time. All right, guys, this is kind of special because I just sold a website for 8k that I bought for about 100 bucks. It was called Grow Getters, a newsletter that talked about marketing growth. I did it just for fun with two friends. And it made me realize that I wanted to tell more people that you could start with small deals, you could start with large deals, but you can definitely start with online deals. So I partnered with this company, Flippa. Thanks, guys. About where to buy online businesses. It's my favorite site that to buy any sort of online business, period, Full stop. That's why I'm trying to invest in them. So maybe you guys can check this out so that I could get part of this series. That'd be awesome. Thanks, Blake CEO. Because after all, we know that 94% of startups fail. That's why I like to buy them instead of build them. And this is true on Flippa too. For online businesses, you can get loans or use seller financing. Although you gotta put down some cash, you can have profits on day one of owning the business. You can use the cash flow of the business to fund your next brilliant idea. But instead of paying for an idea, you buy it first. So here's the link, go check them out. There's 500,000 businesses that have been listed on Flippa. They've done billions of dollars in transactions.

Cody, you're forgetting that Flippa is also the best place to sell an online business. They even have a matching algorithm to get your business in front of the people most likely to buy. So anyone out there looking to sell or even just find out what their business is worth, check out Flippa's free valuation tool here. Anyway, back to you on stage, Cody.

You have to sell something to someone. And the best way to let someone know that you have something to sell them is one of two things. You can communicate privately or you can communicate publicly. So on the basis level, because there's five ways you can leverage it, but just at the basic level, you can communicate privately, meaning you can email someone, you can text someone, you can call someone, it's any kind of way that you can talk face to face with somebody. These are all ways that you can communicate. Where it's just like think inboxes and think things that someone has to check with passwords. Those are all things that you can do one on one. The public forum is like you can make posts, you can make content, those are the, you could put a sign out. Those are all literal ways of communicating one to many. And so if you don't have people to sell something to, you must advertise. When we define advertise, that means to make known. So you have paid advertising, you have free advertising, both of them are advertising. And so that is how you advertise is you make things known. You can do it publicly, you can do it privately. And what you are making them known is your offer. And the offer is what you're going to present them. Hopefully something that is so good that they feel stupid saying no. And if you don't know what to sell, sell your time. And it's the easiest thing. It has no inventory, it never goes bad, never stock it, there's no logistics and it continues to go up as you get better. And so if you don't know how to make money, there you go, I love that.

Yeah, I was actually sure you get this a lot, but the 100 million offer book is fucking phenomenal. I mean, it's just so tactical. I'm sure between the two of you guys, it's a lot of the ways that you apply it to your business. I see, like, the philosophy in it.

A lot of this tactics.

You don't think so?

I'm sorry. No, I don't. I have nothing to do with the offer. I don't give a shit about that stuff.

Why?

I mean, I do. Because I'm like, never offer something we can't do. Right? Of course. Like, I. But when he's like, here's what the offer could be, then I'm like, I will build the thing to fulfill, to realize that. So that's how it works.

Like, this is what I want to promise.

Yeah. He's like, this is what I want to promise. I'm like, here's how we could do that, and that's how we work together. So it's like, I don't.

It's clouds and stuff.

Doesn't even. I am not interested in marketing. And so people ask marketing. Like, how do I. I'm like, I don't have. No. I find branding interesting. I find anything that's not paid. Like, people don't have to give you money on the marketing. Like, I like it, but, like, direct marketing director. Like, I know all the inside now. Like, to. I mean, I live like, we're married. I know all of it. I like sales. I was in sales. But, like, marketing and the offers and all that. I'm just like, no. I mean, it's like when I talk about meetings, like, you know, here's. I could check the meeting. And he's like, I want to come.

He's like, I think there's this new way we can do agendas for these meetings, and we can set the first five. And I'm like, fucking kill me.

Yeah.

No, thank you.

I feel like you hit the lottery for, like, a visionary person to have somebody who can actually do the thing.

So did you talk him into it.

Or did you talk him into not to be married but to work together?

I proposed on the first date. I mean, I proposed a business partnership.

Really?

Yeah.

But what made you say yes or even be interested in engaging?

I was actually really resistant in the first, like, two weeks. I was like. I was like, what? We just met on the Internet. Like, what? And he would bring up. I said, can you just stop? Like, I just.

I don't even remember her saying, please stop. Just as a side. I literally don't remember.

Enough at that point.

I would just get really uncomfortable and Change the subject.

And I'd be like, why? She changed the subject? Let's talk more about this. This is way more important.

Yeah, he just kept saying. He's like, let me leap prod you. Like, you're trying to figure out if you're going to start a gym or if you're going to go all in online. Because I kept telling him, here's the two businesses. Which one do I go all in on? And he was like, neither. He's like, you mistake so much more money if we do this thing together. And I was like, what? You know, but I was so young, and he was so persuasive. Like, I'm pretty sure at that point, honestly, Alex, like, that was like, I was not. I was really susceptible.

Like, so you had no shot? I had no chance.

Like, and I was also in sales, but, like, I loved it. Like, I was like, he was selling me on myself and my capabilities and how much money I was gonna make.

If I joined with him.

And I think. I think it was really. It was a good sale. But, no, he totally sold me on.

Reality Distortion, Field of Alex.

Yeah, absolutely. And, like, I finally. I, like, joke because, like, in the beginning, the first, like, year, it was totally like that. And then finally, I feel like I, like, I started going to Masterminds. I started, like, seeing. Acquiring more knowledge. And I was like, I see what's happened here. I love that you got a good deal going on, you know, then you.

Got half of everything. So then she resold me.

That's good.

How did you know that she was an operator that you wanted to partner with quickly?

I didn't know she was an operator that I wanted to partner with. I just knew that she was good at stuff that I wasn't good at. And she. I saw that she worked really hard and she knew how to sell. And so that. I mean, that was it. Like, she knew she was top sales rep for 24 Hour Fitness in Orange county, and she was like, 23. And. And so I had a bunch of gyms and I was doing fitness sales. So I was like, hey, girl, you.

Didn'T give a shit.

I was like, if you know how to sell weight loss. I was like, we can make a bunch of money together. And I was pretty sure, word for word, what I said, I was like, we can make a lot of money together. I think if Layla had, like, a single superpower, it's that she is. She's like a chameleon, but, like, unbelievably coachable. Like, she can just like, she can. Like, whatever is required is what she'll figure out how to do. And I think she's more malleable than I am. And so, honestly, I think that's why it was, like, two of us have the same thing. She's like, I'm more malleable. I'll go figure it out. And then she became who she is now, but I think she's just incredibly, like, whatever is, like, whatever the lock requires. She'll just, like, morph into that to, like, get the job done, and it's great. And that's why. I mean, there's a reason that until I met Layla, I didn't make serious money. I made, like, some money. I had a chain of gyms, but we didn't, like, you know, we five, six locations, but, like, I wasn't making. You know what I mean? I wasn't making a ton of money, but, like, when she came in, like, everything blew up.

Holy hell.

After meeting with Horoi, I'm totally overwhelmed. That guy's like a walking Twitter episode of all the to do lists I should do. I guess, honestly, if I'm going to build a $100 million business, I got.

To think a little bit big.

Ah. Did it work?