Our Final Episode in the Shipyard

Recording and.

Recording. Dope. We get on time on that thing. Just the toe. Just look at the total on the top, right? Yeah. Okay, cool. Boom. What's up, MacKenzie? How we doing?

Okay. I think we aim to go until, like, 10:45.

Yeah. I don't know. Let's just let it flow. We don't need to cut it if it's flowing.

That's true. If Greg walks in it.

Yeah. I mean, it's locked. So we can, you know, welcome in Greg and just get him in, you know, V knocks on the door, we'll just pick it up and let him in live. I think it'd be kind of funny.

Okay. All right.

Shall we?

Let's do it. Boom.

Welcome back to another episode of the Espresso Hour. We've been off for about a month, and I got a DM from someone who said, anytime I see you guys go a significant amount of time without, you know, espresso Hour, I know something is up. I know you guys are up to a new product, a new.

No good.

Exactly.

Exactly.

So we're back with a couple announcements, but it feels good to be recording again.

Yeah, it does. I also can't believe that it's been a month. That feels. It feels like we recorded the last one yesterday, which, again, is a testament to everything we have going on, so.

Exactly. So where do you want to start? This is the last Espresso hour from the shipyard. I think we just get that out of the way.

Yep. Big announcement. Dickies leaving for the summer. He's going to flora around Europe and work remotely, which will be an interesting opportunity for us to build new systems and habits for working together. Just like the old days.

Exactly. But I do think. Zooming out for a second why I'm going there.

Okay.

And our thought process on not staying in Miami or not having the shipyard for another year. So our leases is up in the end of June.

That's next month. Yeah, next month.

So you're moving to Arizona in the middle of June.

Perfect time to move to Arizona.

Yeah. Right into the summer heat. And it's very hot here in Miami, so I'm getting out of here a little bit early. But if we were staying in Miami. Really? If you were staying, we'd keep the shipyard.

Yeah.

But it doesn't make sense for me to live here and work from the shipyard, especially with how much more YouTube you're doing. And I made the decision to go to Europe while you're moving because I know we're not going to be able to work synchronously together, and then everything can kind of change again in September, once you're settled in, once the summer's over, and then we'll see what happens from there.

Yeah, and end of year is usually our busiest time, too. You know, you go into Black Friday, you go into end of year FOMO holidays. Last year, we did the team off site and we did our first ghostwriting Mastermind. We'll probably do that again in Arizona. In Arizona, Scottsdale this year. But, yeah, I mean, we've had this shipyard for what, like, eight months?

So we signed the lease in June.

Of last year, but then it wasn't ready until October. Oh, wow.

Yeah, so we signed it in October and then did.

We've only had this for, like, seven months.

We really built it in October. And, yeah, someone was asking, like, you guys really didn't seem to use it that much. I disagree.

Yeah, we used it a lot.

We built. We did two live cohorts from here, which was way better than any other cohort we've done. We filmed videos for all of Full stack rider and chip 30. Now, with this background, your YouTube has absolutely blown up from this studio. And so for all intents and purposes, it played its role and helped us pay down the ignorance tax of what it feels like to build a physical space.

Yeah. Something I've been thinking about a lot lately, and we talk about this all the time, but it's really crystallized for me. Anytime you want to do something new or you're doing something new, you should not spend any time thinking about, oh, what's the outcome going to be? Is it going to be good? Like, the outcome literally doesn't matter. The only thing you need to do when you're doing something new is do it. Spend the money doing it, spend the time doing it, do it, and then learn. And this is a great example where, you know, we invested 100 grand into building the studio. A lot of it we'll keep, you know, we'll keep the camera. That's the beautiful part.

It's not. Of all the things like the computer, this teleprompter, this light setup, all the gear you're going to continue to use. And so it was the setup cost of the agency, which we ended up learning a ton during. And then the rent of the place, which we would have needed anyway, and it would have just gone to WeWork.

And two, you know, everyone learns differently, but I am so learn by doing type of person and all of this equipment. I could have watched 50 hours of YouTube videos on all of this and I wouldn't have gotten it. But having it and having to operate it and being the one to transfer the files and make sure the audio is working and all just, it has taught me so much. And actually, as we get into YouTube, learning how this setup works has given me a lot of insight and context around the creative side of YouTube because I better understand, like, what are the limitations of the technology, you know, and so that is also a really cool thing. So I don't think of any of this as wasted money or time or effort at all.

No. And I think going from there. Want to jam on the last four weeks kind of what we did. So the way we thought about it was I set a date where I was going to fly to Barcelona and be out for the rest of the summer. And then you were like, okay, we have to do all this on the recording side for ship 30. So we made the decision. It was nice to have a natural end date. And we've learned this lesson many, many times.

Just pick a date.

You need some kind of end date for anything you're doing. We wanted to take ship 30 and go from a cohort based course to an Evergreen always on immediate join 30 day writing challenge. It took us about five, six weeks to do that. And our time went from. The reason we didn't film this rest of our was because we did about five, five hour sessions of filming the ship 30 videos. And each time we'd be like, okay, we'll do those first and then we'll do espresso hour after and we do like four hours. Like, dude, there's no way I talk to a camera for another second.

Yeah, no way.

And that prioritization, I think is important because as fun as this podcast is, it doesn't directly generate more business revenue. It's really just us having fun and documenting what we're doing.

Yep.

So that was like the first thing to go and then we just didn't pick it back up knowing we would do that right now. And I think it just got closer to the actual end date than we.

Thought, you know, so on that topic, something that I find people ask questions about all the time. And we see it in PGA when people are balancing, you know, ghostwriting and providing a service with creating their own content. One of the questions people ask the most is, well, how am I supposed to maintain creating my own content when I'm like doing other things? You know, you're servicing clients or you're, you want to build digital products, or you're managing A community or you have a full time job, like whatever it is, and just sharing, you know, being transparent. We go through that on a weekly, if not daily basis. Like we'll wake up and go, oh, I really want to create this piece of content today. And then you look at the responsibilities of the business and you're like, that's not happening today. And Espresso Hour is a really great example of nice to have. We love doing it, we see the impact of it, we want to keep doing it. But also during busy times, it is the first thing to go. Like we're like, this is not high, higher priority than launching this new product.

And I think people have recognized that because that's where the DM came from. They're like, espresso got cut. That means something's going on.

Yeah.

And it was, that was an intense four to six week period. I was starting to write up everything we've done this year and we had that nice streak of it's funny to look at our Espresso, our cadence and what we built this year because you can maintain the weekly output if you're not in a full build sprint. And at the beginning of the year we kind of were in a operational maintenance like make incremental improvements and we could talk about those incremental improvements. And I haven't done those business recaps at all for the last six weeks.

Oh yeah, because.

And this was a big realization from that. It's the length of your business recap is usually directly tied to how much you're building. And so when it was a lot longer, we were actually building less because you're maintaining. So I had like 10 little things where you like improve this, improve this, improve this. But for like five weeks there was one thing that happened. It was like moved Forward, Big Ship 30 project and I just didn't need to talk about it in the team channel. Yeah, it wouldn't have made for a good Espresso episode. And so that was a big thing. It's like when you find yourself talking about all the incremental upgrades, you're not really in a build time. But when you go, I have one thing we're working on, it's almost not even worth reiterating all the things you did.

Uh huh. Yeah. I think this is a lesson we've learned a lot over the past year, which is whenever you want to build something new or massively improve one thing, you have to very intentionally say, I'm not going to focus on almost anything else for this period of Time. And yeah, those five weeks working on chip 30, I don't think I did a single other thing. I would just wake up every single day and spend the entire day working on that thing.

And it's funny to think about we've now front loaded the fulfillment for the rest of time versus doing live cohorts. And it took us 20 cohorts to figure out, okay, how could we put together a program that was going to work both live and asynchronous or self paced, and now we felt comfortable enough to go and do it. Yeah, it's working. People are loving the new 30 day format. I've already seen people go, wow, it was so nice to just know I could jump right back in the next day rather than feel like the cohort was just leaving without me. So we'll see how that impacts sales and revenue over the long term. But even if it's 80% what it was.

Yeah, from a time perspective.

Exactly.

Yeah. And you know, I would encourage anyone who wants to build a digital products. I actually see now, in hindsight, I see a tremendous amount of value in starting with something that's more cohort based.

Oh yeah.

Because you get so much more feedback and you're able to interact with people so directly. And I think why this evergreen version of ship 30 is going to be so successful over a long period of time is because we spent three years iterating on it, which is very different than someone who sits down and goes, I want to build an evergreen async sort of digital product that they build it one time and then they're like, well, I'm done. No, we iterated on ship 30, I mean, eight times a year for three years.

It's funny, I think we've made a video on how to bootstrap and launch because I've had people DMing me older YouTube videos from like a year ago saying this was super helpful. I'm like, I totally forgot we made that. So thank you for saying that and sharing it with us. But there's no reason to start a digital product without bootstrapping the curriculum or bootstrapping whatever it is through. Yeah, almost. It's like a hybrid cohort slash service. You're almost working directly with every single person that you build it for. And then, you know, if it's worked for 10 people, it'll work for 10,000.

Yeah, it's almost like quote unquote, less efficient by design because you want that interaction with people. You want to see what questions they ask. I see so much. I'M really happy that we did it the, the way that we did. And in the beginning too, we didn't, you know, we didn't really know that was just the first vehicle that presented itself. And I can't remember who said it.

But every time we looked at it, when you have a business, it's almost like you're on an island and there's like one pipe from some fresh water source bringing water to your island. And if that's the only pipe, don't touch it and try to do other things, but like don't touch that pipe. And I feel like we thought about that with ship 30 is being co based. So it was like that is the thing that is working and therefore don't mess with that. And it wasn't until PGA was working successfully where we can say, okay, now we can go mess around with this one because we have a new one.

Yep, this is also. It's just coming to mind. Um, I feel like we're. Let's just throw advanced thing right in the middle here in espresso hour. But another huge learning for us recently. In the past couple weeks after we launched ship 30, we started working on this bridge at the end of pga, which we're calling liftoff, which is essentially like an accelerator for people who finish PGA and then, you know, they're close but they need a little more help sort of getting to the next level before they're ready for full on scaling, which is more of our backend. And what's been so interesting about that? And we just started it, you know, we just sort of opened it up as a, as a beta. But it's so clear how much stronger the conviction is and higher the conversion is because it's such a direct. You finish step one, you're ready for step two, which is very different than in ship 30. What happened is because ship 30 leans more general. It's like build a daily writing habit that can apply to. We attract so many different types of writers and so it almost, you know, because it's broader. That actually created a different problem for our backend, which was captain's table. Because people would finish ship 30 and then they'd go, I'm ready for the next step. And then we actually wouldn't really know how to help them do that next step because so many different types of writers entered the front end. And so just as a meta, this is just something else we've been talking and thinking a lot about is whenever you're building something, there is. So there's a Lot of benefit in making that front end thing very specific. And the more specific the front end thing, the easier the back end or the next upsell is. Because if you help that specific person solve one problem, you know the next specific problem that they have.

Right. The more homogenous the front end, the more homogenous the back end.

Yeah.

More dishomogenous, whatever. The opposite of.

Yeah.

A lot of things for a lot of different people. That makes a lot of sense. And that's what we're focused on building the rest of summer. Yeah, it's. We have a hyper specific front end that is working people love. Now everyone who gets to the end goes, what's next? And they haven't had an answer. And we're learning so much about when you have that back end piece, what you can do on the advertising front, on the front end, what you can do in reinvestment into the team. That LTV extension is something we've never really cracked. And I, I saw the first smidge of it over the last two weeks and everything that. That has me thinking of, wow, okay, if all that's working, what does that mean we can do on YouTube ads? What does that mean we can do on LinkedIn ads? So that's. While you were really hammering a lot of the Ship 30 written curriculum, I was sinking my teeth into those two ad channels, YouTube and LinkedIn, and seeing those start to work now. Yeah, it's like that's working plus your organic YouTube working at the same time, plus the back end happening. It felt like 6 or. And ship 30 going async. Like, the last six weeks have been this almost uncomfortable feeling of our plan from the beginning of the year actually is working. It's like, whoa, whoa, whoa, whoa, whoa. Something's going wrong here. Like, I thought it was really funny at dinner last night where Ravi was like, I always feel sometimes that I need to create chaos. Chaos in the business. I don't know if you guys feel that way. And like I looked at you and you kind of like, you, like, looked in your head, you went like this. And I was like, no, that's me. I do that. And you're like, I wasn't gonna say it, but that's exactly what happens.

And that's.

It was just so many moving pieces that came together. And we've been talking about it all year of they're going to come together, they're going to come together. And then seeing that happen, it's almost like an uncomfortable feeling of, whoa, it's working.

Yep. And the Discomfort you have to go through in that process. Like something. I haven't had a second to reflect on it fully or write about it, but I feel like February, March, April was such an interesting chapter for us because usually what would happen is we would run a ship 30 cohort, you know, in January. So we would, we would sell for it in December, we would run it in January, and then you would still feel a bunch of that revenue because a lot of people would do payment plans, you do two pays. And then when people complete ship 30, we would then move them into captain's table, which would be sort of like another tranche of revenue. And so we had that from December, January, and then sort of trickling into February. But then usually what would happen is February and March, we would be selling into the April cohort, the April cohort, and we decided we're not going to do another cohort. We're going to move this into an evergreen model. And so what happened, inevitably, right, is now you just removed an entire vertical from your business for those few months. So February, March and April, you're seeing the revenue go down and down and.

Down and like, just slightly.

Yeah, yeah. And you have to, like, fight that slight psychological urge where the, the urge is, I want to fix this right now. But you have to recognize that, you know, you're. You're taking a step back to reinvest that time into something that then will replace it moving forward. And it was so, dude, literally, like March 1st, like the moment we turned it on, or May 1st, it was like, whoop, we're right back.

And there was a lot of psychological. Because the same thing happened last April. And I think we made an espresso hour about it. Last April were. Last April was our lowest revenue month of the year. The year before April wasn't the lowest. It was June, because April, we had a Ship 30 cohort, but it was like June was the same thing. We were shutting a bunch of things down. That was when two years ago. Right. When we moved here. Right. We got to Miami, we're like, we need to change this. That. And the third thing, that was the lowest revenue. And so there's been three periods now where we intentionally knew that that was going to be the worst month of the year. It's still not any easier.

No.

But feeling that go, okay, another chess move. That was not the 1 month, 2 months, 3 month optimal move, but the 12 month, 16, 18 month optimal move. It feels good to make that decision, deal with the uncertainty, and then be rewarded for it because we're starting to see all of that come together.

Yeah. And I think the reason why it's worth just bringing up and talking about is because I really feel like that is one of the hardest things. That's one of the hardest skills in the beginning is you feel like you're just living day to day. You're like, how do I make another thousand bucks today, today, today? And in the beginning, like, that can feel great. I remember those days, like, I was churning out articles, making, you know, 200 bucks a day, and I was like, oh, if I do this every day, then I. And eventually enough days go by where you're like, wait, I am only making decisions for today. And. And it's. It's like anything in life, you can't just skip from making decisions for today to making decisions six months out. You sort of have to work up to, okay, I'm going to make a decision a week out and then a month out and then a quarter out. You know, I think we've gotten better at that.

It's not. Yeah, it's still hard, though.

Oh, it's still really hard. I don't. Yeah, it's still hard.

I feel good about where we're at heading into the summer, though, and where we're going to be at the end of September, October, November, where. It's funny, we wrote that big plan at the beginning of the year, and then, like, two months in, it felt like we weren't doing anything on it. And now if I go revisit that, it's like we just did those things in literally sequential order, more or less just kind of moved one or two pieces around, which, again, I. I said earlier, but was very uncomfortable. Like, when a plan works, you're like, what? Like, it actually went exactly how we thought it would. It just felt like the whole time.

Yeah, it was very psychologically challenging, but here we are.

Man, I'm excited. I'm excited for you to get to Arizona, being.

I'm really excited. That'll be such a fun new chapter.

I'm excited to be six hours ahead because I think throughout this year, my. I've written less this year than any time in the past because it's been operationally heavy time and had. That first chunk of the day is going to be pretty. Yeah, I'm going to learn a lot, I think, on what I want to write and create about long term. We were talking about that this morning of bringing more of the operational side that I drop one or two nuggets on in this podcast, but really building more content around that. So you have any questions on that, let me know. Yeah, DM me.

Yeah, Systems operations. I think that's a great topic for you to lean into. Something else that comes to mind, I sort of want to just think out loud on it with you too, is we've learned a lot about these different models and I've seen a lot of these different business models and I've seen a lot of creators, especially in the like Twitter course community, that are pivoting from the cohort model to a subscription model or like community model. And then, and we, you know, yeah, we, we've done that. So we've done cohorts, we've done community subscription and now ship 30 is like async and Evergreen. I think Justin Walsh is probably the one of the best, if not the best at selling like low ticket Async, Evergreen. You want to just jam or maybe share a bit on like just the differences between those models that we've seen.

Yeah. And even before that, I think we underestimate. We get like two or three thousand views on these episodes. But I've been getting DMs from people on like Instagram saying that are nothing to do with the writing. Creative, creative space that listen to this. So I think it's good to talk about monetization models more.

Yep.

The thing with a membership is it's tempting to think one recurring revenue. That's great.

Recurs forever.

Right. Everyone watch recurring revenue till they realize it means recurring work. And that's it.

It's a great one line because it.

Sounds like, okay, I'm gonna get this big massive membership and they're gonna all love the community. So a couple pro tips. If you have a membership, the second someone joins, all of the content they unlock is immediately useless and devalued. Devalued. Right. So if you think that, oh, they're not going to leave because all the contents in there. Not true. They stay because of the prospect of unlocking more content. And so Ravi, who we had dinner with yesterday, has done a great job with his school group because you get in and there's like five things unlocked and you unlock a new thing each month. It's not, oh, it's so valuable because I put all this stuff in there. It's actually devalues all of it. They get overwhelmed and then the churn is like, that's easy. Easy to churn.

Yep. And if you just think of the math of that. Right. Like if the difference between a 200 digital product that has all of that content versus a $20 a month community slash membership that has all of that content. Right. Like it's actually the same product, it's the same content. But what happens, and you can just look at the churn math, right, Is someone joins for 20 bucks a month, they stay for three months. Right? Okay, so average customer's paying you 60 bucks. Well, it would have been better to just bundle all of that into a low ticket digital product and sell it for 200. And so I think the really, the tempting thing about subscription and we went through this, you know, for a year is you think once someone subscribes, they say subscribed forever. And psychologically, I think a lot of entrepreneurs or creators love this idea where you have recurring, which means you can rely on it forever and, and then you're like, oh, I have this customer base and then that's just what pays me for the rest of my life. And that's not true. Recurring doesn't recur forever recurring. It's even new purchase decision. Yeah, it's a new purchase month. Right. And so really the math is what's the average churn rate over the course of a quarter, six months, A year? And you might find that once you take churn into account, the LTV of a subscription customer is actually less than if you would have just sold all that content as a standalone digital product. And if you want the recurring to make it into like 200 bucks, 300 bucks, 400 bucks, 500 bucks LTV, you better be creating a lot. And also the other things, it's like managing the community, doing live events like it, it is, I think it is the most taxing vehicle by far. Yeah, by far.

There's so many things I could say on this and I'm trying to kind of gather my, my thoughts on it. But so let me give me like 30 seconds and we'll just edit this clip out because I want to think on it for a second because what people are misunderstanding about this. I don't know if I have a pithy way to say it.

You don't have to.

No, I'm trying to think about the pricing and. Okay, so I'll just start with this. The tempting part of running a membership is thinking, okay, let's say there's a course and I, if I was going to do a membership right now, I would just take whatever I was going to charge the digital product for, so 250 or 350 and just make that the monthly. And rather than try and like cut it in half or cut it in a third. Either sell it or just make that the monthly and try and just have a more expensive membership. I think the where people fall into a trap is go going you could sell this for 350. So like ship 30 for example. Okay, we just turned to async with but also there is a community component but you pay 350 upfront and you just get lifetime access to it. If I was really going to try to make it a membership I would go like 250amonth and just say you get to unlock more stuff and you could probably make like an additional 30 day curriculum that someone could then unlock after a month if we really wanted to do that. And that would probably work. But a bad idea would say okay, I would sell this for 350 as a one off. I'm going to now make it 99. Because there's something psychological about when you have a membership site. If someone churns they just don't ever buy something from you again. They're just done. And it's not even your fault. It's if they get super busy and they cut that expense they're less likely to then go re up.

And the only time they do is when you're like I just created this new thing, I put it in and then it's the same thing.

Exactly. So it'll be easier to just say okay, you're in here. There is a community component. You're going to pay one time for it and then deliver them a new product in the future. That is just a tangential thing.

Yeah, I feel pretty strongly now that we've experienced this that if you're going to do something subscription wise, the real value that you have to think about is not actually the information or the content. It has to be more focused around live sessions or some sort of coaching or some sort of accountability.

I think the best recurring is a paid newsletter setter.

I was going to say that's by.

Far the best mon I mean we've seen it. The churn is way lower Y you can charge less because there's only writing to for the fulfillment.

I think the expectation is lower.

I think the best way to monetize a community is pay upfront for one time and then have different tiers where they just unlock more products. But it's not a recurring billing. It's so tempting. So anyone thinking like oh it'd be so great to have $99 recurring all the time. Psychologically people canceling is very difficult to deal with because you're like oh, another person just decided not to buy. Decided not to buy. Because the opposite. It's not hard when someone goes to your landing page and doesn't buy because you're like oh, they just weren't interested. But when someone. It's like the loss aversion versus gain. When someone cancels something on you, you're like oh, blow it all up. They clearly hate me. And we dealt with that during captain's tables. Like oh. And then you talk to them like oh, I'm just really busy right now and I can't give this the time so it doesn't make sense for me to keep paying.

Yep.

And then good luck getting them back because then there's like a undoing justification to themselves. Like okay, now I want to come back to it. Yeah, those are little things that come to mind on the membership side.

Yeah, I really feel like the, the best. What's a, what's a value ladder? I guess where you have products at different price points. I feel like the best blend is super low ticket. If you're gonna have something that's like 10 or 20 bucks a month paid newsletter or SaaS, then a little bit more in the middle. If you're gonna do some sort of information product, just make it a low ticket. Async evergreen digital product.

250, 250, 250, 350.

Yeah, somewhere definitely under 500, you know, probably under 400. Ship 30 was in this kind of weird middle ground where where ship 30 for a while was 800 but it was experiential. So you got information but you were really getting the experience of it, you know. And I think if you have more of an experience product that's where you could push from 500 up to maybe like 1500 ish depending. But we learned that that was kind of a weird middle ground. And because it was cohort based your marketing cycles are a lot slower. It's not the best vehicle. And then really you want to Contrast, you know, 20 bucks a month paid newsletter or SaaS. Low ticket, you know, three, 400 bucks or less. And then just really high ticket where you go full coaching accountability, you know.

And stay in that range of you could have multiple $300 products that each solve the next person's problem. Right. So it's like what's what we're doing with ship 30? The, the back end is full stack writer which is okay. If you are writing online and you want to start to monetize. These are the seven different skills that.

You need to learn Yep.

Or if you want full immersion in negotiating or write with AI different vehicles there. But we will not create another $800 cohort based course. We will recognize the power of front loading. All the fulfillment for a 250 to $300 course. Because we've learned the best way to construct that curriculum that actually allows people to go through it, see high success rates and want to buy the next thing.

Yeah.

So this is bad advice if you're not creating a great product because then you go, okay, I'll just make this one 250. And like that will be kind of good. But the real good thing will be after same thing.

Yeah.

With their content. It's like you're the reason we are pricing ship 30 at 250 instead of 800 is because we know it's worth way more and we've proven that people will pay way more for it. And so now people go through and go, I cannot believe that relative to other things out there for 1525350, like the amount of stuff and the roadmap and the way it's put together, we're already seeing it. People going, I've been in the fact that we were able to take a cohort based onboarding and apply it to a sell course. Someone was like, I've been in 50 of these like low ticket products and this is the best onboarding I've ever had. Because why? It used to be a cohort based thing. And so we just duplicated that full infrastructure and now it's a roadmap that people will actually execute rather than here's a bunch of modules. You're probably not gonna look at these. And since that you're not gonna buy the next thing.

Yeah. And just to sort of recap and crystallize, you know, we would still encourage. If you're brand new to creating digital products, you should start with something more experiential. Start with cohort based. Start with one on one coaching. Start with something that is more manual and less quote unquote scalable. Cause that is what's gonna teach you a lot. And the natural progression for everyone is in the beginning. It doesn't really matter what vehicle you pick. You just have to pick a vehicle so. So that you get moving. But the natural progression and we see, I mean every time we get to a new level is you question the vehicle and then you're like okay, I got to here now is this the right vehicle for the next stage? And the next stage. And usually that means you have to change the vehicle. But that you shouldn't try and have all that figured out day one, you know.

Gonna be exciting few months, man.

Yeah, it is. I'm very excited.

We are gonna keep doing espresso hour on the road though. Yeah, definitely. I got the mic.

You have your mobile setup?

I got the mobile set up. Be posting up. I'm in Barcelona for two weeks. I don't think we'll record then because you're going to be in London too.

So what's your. Just real quick to. To wrap it up. What's your travel schedule?

So Sunday two days from now I. My lease is up. I'm on a plane to Barcelona. Girlfriend's best friend's wedding is the Sunday after. So we'll hang out in Barcelona and then off to. I can't even say it cuz she might be listening and it's a surprise.

Where we're going after that.

So we'll see when this goes live. But then to Amsterdam after that which will be a lot of fun. I got to spend. We have a couple espresso hours from this time last year or like late. I was there in August last year but I was looking at back through our YouTube and I did. We did like three or four episodes from. Yeah from that place. So I'll be there for the summer. I can only spend 90 days there. So I got to kind of figure out where to go after August. But full plans after that are get to get to Arizona and spend three months together building into Black Friday and.

Then that'll be a lot of fun from there.

Do an in person event.

Daniel's coming out to Arizona.

Hell yeah.

That'll be. That'll be big. I'm very curious to see what that unlocks for Black Friday. Like us three in a room together.

Right.

That'll be a fun land party. That'll be a lot.

What else. How you feeling about moving?

Just ready. Just ready for it to all be done.

You're going to London.

Going to London next week. Running it back round two with Ali Abdaal. That'll be.

That'll be a lot of fun.

A lot of fun. I still can't believe the views. Yeah. Just on YouTube. I bet the podcast on Spotify is true just as much. But yeah, that'll be a lot of fun. Maybe I'll see a couple other people in London. I love that city. I love spending time there.

Just look both ways. That was my qualm qualm about it as a big walk through the city guy. Oh, I hated almost Getting hit. By the end, I was like, get me out of here.

You've lived in New York.

But no, they. They drive on the other side of the street. And so I walk and almost got hit every time. And so I love walking through the city and I couldn't because I. The beautiful part is you can walk on autopilot in a city that you know which way to look. But I had to be so present with my walk. I was like, sucks. I want to be daydreaming and thinking about whatever I'm doing as I go through the city. And luckily they have the chalk on the thing that says look left.

Oh yeah. Because of all the Americans.

I'm like, thank you for having this. Because I'd be walking down with like my AirPods in and every time, look right, boom. Almost clipped.

So.

And I was very jet lagged and okay, whatever.

But well, that's key man risk.

He man risk. Exactly. And Spain and the Netherlands and pretty much every other country drive correctly. So we know what to do.

When I was in St. Lucia, that was surprising. They drive on the other side because they're British colony. Yeah.

Yeah.

Didn't know that. I got in the cab and was like, why are you turning? So, yeah, this is it. This is the last of this shipyard.

This is served its role, man.

Thanks. Miami shipyard. You've been great. And who knows, maybe, I don't know, maybe we'll have a new one. Maybe we won't. But if we do, it'll probably be larger. There will probably be a gym.

You're gonna keep it?

Yeah, I'm gonna keep those chairs.

Those are good. I hope you find a place. That table, that table's sick.

So I asked Daniel. Daniel said he wants the couch. Hell yeah. So I'll give him the couch. But the table, you.

You wouldn't use that as a dining room?

Actually. Maybe.

Or cuz it's so nice. The best part is legs. So you can put your legs all the way through.

You know, I.

These chairs are nice too.

I'm going to look at the floor plan again because that. I might have space for that to be my office desk.

Actually, I think that would be sick. Cuz you could just put your computer in there and then have like. You could have it off to the side a little bit and your mic could come in from the side. You could easily put a camera on it.

Yeah, I agree. I need to do some measuring.

Okay. I just would hate to see that one.

I know.

Same cool one.

Same.

And these chairs are dope. Too.

Well, yeah, I'm super. I'm gonna do a whole. You know when, like, YouTubers or vloggers do the, like, welcome to my house. Welcome to myself. Or like the studio where they show the before and after. I'm going to do that because I have a vision and I'm going to. And there's a. There's a like, semi big. It's not really that big, but it's like a semi walk in closet. I'm turning. I'm turning one of the bedrooms into an office.

Okay.

And the closet is like a semi walk in. And I'm going to rip out the. All the shelving and I'm going to pad the whole thing so it's like a recording booth. And then that's how I'm going to start doing, like, audio wrapping and wraps, obviously.

I might actually. Yeah, dude. Actually, the audiobook, I think everyone's begging for it.

I know. It's been on my list for three years and I'm like, I just need to rep this out.

Yeah. So lots of good stuff on the horizon, man.

Yeah, we got. We got big dreams.

Can't wait.

Big dreams. All right, well, thanks, everyone.

Thanks for watching. As always. If you're on YouTube, smash the like button. Subscribe, leave a comment, secret word. Barcelona or good luck. How about just good luck.

Good luck.

Good luck.

I. I was telling you, I was like, dude, my daily schedule these days is wake up, good luck, go to sleep. That's my daily skill.

And I think that's going to continue over the next. Actually.

I don't know. I.

This is about peak. Open loops.

No, this is. This is peak. I think. I think once we get through the next month, month and a half, things will start to crystallize. Yeah, we say that every time.

And then you're going to be pregnant and.

Yeah. Yeah.

There'll be a whole new loop at that point, hopefully.

Okay, here we go. Wake up, good luck. See you next time. All right, y'.

All. So that's all we got. If you're on Spotify, could you hit that five star button or whatever it is we need? We're about to hit 100 or something. 100 reviews on it.

Really?

Yeah. Which is awesome. Hit the five star button to help us get five stars, and that's all we got. Thanks for watching. We'll be back abroad for the next espresso hour. Thanks for watching. We'll see you in the next.

Boom. That was fun. That was pretty good.

Yeah. Dropped into some good stuff there.

I like throwing in the little life updates.

Yeah. All right. Boom.