How to Start a Local Business With No Experience

- May 12, 2025 (10 months ago) • 58:08

Transcript

Start Time	Speaker	Text
00:00	Sam Parr	I have a business that no one on a podcast has ever discussed. It's literally the first time this has probably ever been talked about on YouTube or in the audio format. I'm... I'm breaking ground here.
00:10	Shaan Puri	"Okay, Jackie Robinson. So this weekend I went to my daughter's spring recital. And, Sam, when you see this, what does this look like? This just looks like... just like—I don't know."
00:31	Sam Parr	A great ballerina—typical.
00:34	Shaan Puri	A program. Yeah, right. Yeah—just "show pro" program. That's what everybody in that crowd thought. But not me. I saw a business plan, Sam. I saw a business plan. I saw information. I saw a giant information leak. Okay, so check this out: this woman has built a $1 million+ kids' dance studio just down the street from us. I think this is remarkable. I also think it's a good reminder that there are million-dollar businesses all around you. You don't have to do something really grand or innovative to make it—you just have to provide a service that people love and scale it the right way. So check this out: on the back is a list of all the dancers in the show. Now, all the dancers in the show are the dancers across her three locations—basically all the kids. Everyone performs. I look at this. Everyone else is looking for their kid's name; I'm looking for top-line revenue numbers. I'm trying to figure it out. So I see: all right, each of these columns is about 50 names. There are six columns. Okay—we've got about 300 kids at this dance show.
01:34	Sam Parr	How much does this cost?
01:36	Shaan Puri	I know that we pay something like $250 a month to be part of the dance studio, and this is the spring recital. Immediately my head says: alright, we're doing at least spring and fall — might even be doing four recitals a year. I'm not sure. I just bought the tickets to this recital, so I know that in addition to the $250 a month membership, you're going to be paying for the uniforms and you're going to be paying for tickets to watch the show. Of course every single parent is going to watch their kid in the show. In fact, we brought grandparents with us and a few extras. But you look around that theater — it's totally sold out, standing room only. I know a mom who was in our class who did not log on to buy her tickets right away and therefore only got two tickets and got them in the back. So she kicked her husband out of the two tickets and was like, "Hey, tell your mother" — she got her mother-in-law to come with a walker so that they could go sit in the ADA seat. That's how vicious the competition is; the demand is insatiable. So basically, if you do the math on this and you say, okay, we spent $100 on the tickets for this recital, then you're paying $250 a month and you're in this thing year-round, you end up saying that this is a business that's generating a little over $1,000,000 a year in revenue — so about $1,250,000.
02:52	Sam Parr	So, you said 300 names at $250 — that's $75,000 a month in sales, just off that.
02:59	Shaan Puri	Just off that, and then you add on the add-ons: the shows, the tickets, the photos. Oh — for the photo package you spend $100. It's one thing after another, basically things that they sell to you, and it's great. We're happy customers. So you get there... she basically does no marketing. The show is her marketing. What ends up happening is that at the end of the show she brings out the teachers to take a bow: "These are the teachers." I'm like, "Oh, thank you. Now I see the opex line." [opex = operating expenses] "What? How do—well, we got seven teachers here. Okay, cool. Seven teachers, got it." And so I'm trying to figure this out. Okay, so I'm pretty sure that this dance studio is netting somewhere between $500,000 and $700,000 in EBITDA every year. Okay, amazing. Did she also
03:41	Sam Parr	Did she arrive at the class in, like, an S-Class? What type of car was she driving?
03:47	Shaan Puri	Yeah. I installed a tracking device underneath just to see where she lives now. [Last phrase unclear: "did her."]
03:52	Sam Parr	Did her burka bag give out any hints as to how well the business was doing?
03:56	Shaan Puri	"Called a Birkin bag. I don't know what she just called it—too Middle Eastern. [Unclear phrase: 'the sarah other']"
04:03	Sam Parr	I wanted to go to, like, some concert, and I was like, "Yeah, like Charli XCX." It's, you know, actually like Charli — I forget what it is — you know, like this new, hot girl. </FormattedResponse>
04:10	Shaan Puri	Or, I also don't know... That's one of those where I just don't say it.
04:13	Sam Parr	"XC90 is a Volvo." I was like, "Yeah, Charlie, XC90." So I kept saying "XC90"—it's like "X C something." Alright, but go ahead.
04:23	Shaan Puri	So I just thought this is inspiring: like, this local service—dance shows and dance classes for little kids—scaled to three locations can be such a great business for somebody. They're basically kind of found that sweet spot of doing what they love. She's been doing it for 25 years now. She's an institution locally, has a great community of people around her, and is making people happy—making families happy. I've just been seeing this everywhere.
04:51	Sam Parr	Alright — can I show you something interesting? I was just talking to this guy. Have you ever heard of Goldfish Swimming Classes? No? It's a franchise that I'm pretty sure does about $600 million a year in revenue. Wow. It's a children's swim class. It was one of those conversations where he was basically like, "I'm not gonna — I can't reveal too much," but then he said, "I quit my prestigious job because I want to get into the swim class business." Everyone was probably giving him the same look like, "But you're throwing it all away." I was like, "Alright, tell me more, because there's a story here — you worked in finance, so you're not doing this just to feel good. Tell me more." He started breaking down the economics of this Goldfish chain. He said something like each location does about $2 million in revenue, and they have something like 300 locations.
05:43	Shaan Puri	Yeah, I'm on their site. They have a lot of locations — I don't know, about 300, but they have a lot.
05:47	Sam Parr	It was something insane like that, and it was another one of those things that was just hidden in plain sight. But I have a "hidden in plain sight" business — not hidden in plain sight, but a business that, like, no one on earth has. No one on a podcast has ever discussed it. This is going to be the piece, the thing I'm about to talk about. It's literally the first time this has probably ever been talked about on YouTube or in the audio format. I'm breaking ground here.
06:14	Shaan Puri	Okay, Jackie Robinson.
06:18	Sam Parr	Yeah — is there a hall of fame for things like these? Because I would be in it. Alright, I just Slack'd you a URL. Go to dysbuilders.com. You're on this website. Let me tell you a story really quick: you know how the Amish are famous for creating amazing furniture?
06:41	Shaan Puri	Mmm‑hmm.
06:42	Sam Parr	I wanted to buy a bed for my kid — an heirloom-quality bed. I thought, "Man, I wish I had my bed from when I was a kid, my crib from when I was a kid." How cool would it be to give my daughter a bed that I can reuse for all of our kids, and eventually one of them can let their kids use it, so my grandkids have my bed? So I was looking up Amish furniture and I came across a website randomly because I got interested in Amish craftsmanship. The website is adysbuilders.com — I think they make homes. Scroll all the way to the bottom where it says "Contact" and read to me the email address that you see.
07:20	Shaan Puri	"dybuilders@ibyfax.com" [email address]
07:24	Sam Parr	Okay, so I noticed this is just one example because it was easy to see. I noticed on many of these Amish websites, when I was looking at how to place an order, I had to email—like, you know—"amisfurniture@ibyfacts.com." There were all these really weird URLs that I had to email to fax, and I got really curious. So I want you to go to ibyfaxit [website]. </FormattedResponse>
07:52	Shaan Puri	Says: "Send and receive emails with your fax machine."
07:56	Sam Parr	So I was seeing this and I got a tip from one of our listeners, Andy Allen. He emailed me this, and it was just a coincidence that about six months earlier I had been wondering what this was. A little background: if you're Amish or Mennonite, many of them are very entrepreneurial and they work with the outside world. They make furniture that they sell to people like me, and they have websites. However, according to their religion, they are not allowed to use certain technologies that are considered individualistic. They view things like looking down at your iPhone or sitting at home staring at a computer screen as either bringing you closer to God and other people or taking you away. They feel that using a phone or the internet pulls them away from other people. So how do they sell online? They have websites, but they work around the rules. There’s this small service called iBuyFax (internetbuyfax.com). It’s a service where you pay something like $20 a month plus 10¢ or 50¢ per fax. On the campus — I don't know what they call it — of many Amish towns, there is literally a small house, like a shanty. Inside that small house is a fax machine. If you’re an Amish person running a website and you want to check on orders—or someone emails asking a question about a bed frame, "Can you do this? Can you do that?"—they go to this fax machine and the phone they have in that small box. (I have a photo of it in our document.) It’s literally a tiny little outhouse where you make the call and talk to your customer, but you have to use iBuyFax. So the iBuyFax service collects all of your emails and they fax them to that machine.
09:50	Shaan Puri	Photo is outrageous.
09:52	Sam Parr	"It's outrageous. It's like an outhouse." </FormattedResponse>
09:53	Shaan Puri	It literally looks like a phone booth/porta-potty. It's in the middle of the road, and on the wall there's just a tiny, corded phone.
10:03	Sam Parr	Yes, and so that's because...
10:05	Shaan Puri	"There's not even a fax machine. Where's the fax machine?"
10:07	Sam Parr	So some of them have fax machines, some of them have phones. Ibuyfax — they'll either call you and be the middleman and answer the questions, like: "hey linda@gmail.com, she's in this place, she wants to know can you make a bed like this?" Or: "Dave wants a child's bed, but he wants it to be in this color — can you do it?" They'll reply. They'll either handwrite the reply and fax it back, or ibuyfax.com has people who, they say, you actually talk to and who will be your middleman. Another thing they'll do is, let's say you just want to buy something off eBay or you're trying to figure out the price of certain farm equipment. You can ask ibuyfax.com, "please tell me how much it would cost to buy [blank] on eBay," and they'll reply back by fax or telephone answering your question. This way the Amish can do business with the rest of the world but aren't breaking their rules. The website I found is used on a lot of sites. If you look at Amish furniture — if they're like really OG Amish — a huge percentage of them are using this website. The Amish community isn't tiny; it's about 400,000 people, and they are very entrepreneurial. That's part of the religion or community rules: to be self-reliant. Amish furniture and Amish crafts of all types are well known. This guy who emailed me wrote: > "I own a business that buys and sells wooden pallets and in particular we are based in Pennsylvania. We work with mostly Amish people, and whenever they communicate with us — which we do a lot — they only communicate with us by ibuyfax.com and they're all using this website." And this website — here's where it gets kind of funny. I looked on LinkedIn and I couldn't find much about any of the background on it. The only — and I'm not going to blow this guy's spot up too much, so I'll only say his first name — the owner, his first name is Jamal. And so in my head I'm like — and he lives in New York — I'm like, is there a brother who just came up with a brilliant idea to create an Amish faxing website, and is this like how we change the world? I swear to God, that's his first name.
12:29	Shaan Puri	So, is he Amish or not when you found him?
12:31	Sam Parr	No, he lives in New York. No, he lives in New York, and his first name is Jamal. I can't find a photo of him, but...
12:37	Shaan Puri	I... I don't. I don't... wow
12:38	Sam Parr	I don't think he is, because the Amish can't work websites. So you have to be an ally — you know what I'm saying — but you can't be part of the community. </FormattedResponse>
12:47	Shaan Puri	This is great. That is so funny. Be like, "Jamal"—it's like the new slogan: "Find the opportunity." Be like, "Jamal, what…?" By the way, why don't people—could you just basically go buy a bunch? Could you work with the Amish by fax and be like, "Cool, I'm gonna buy furniture from you"? But you—have you run a website? So you run a website. When somebody places an order with you and your website says "Made by the Amish," "Amish-made furniture," "handcrafted Amish furniture," "the finest Amish fine goods," whatever—then when somebody places an order, do you just fax these guys and resell? Could you just be a layer on top, selling?
13:24	Sam Parr	To... so, from what I...
13:26	Shaan Puri	"Say no to that."
13:27	Sam Parr	Well, first of all, I think that there's some fraud there — like, "yeah, we're Amish," you know, and they're not. They're, you know, they're not.
13:34	Shaan Puri	"No, no. I'm saying you really do buy it from them."
13:36	Sam Parr	Yeah, I think that — yes, I think. They call those people, I think the slang they use is "English." So they have an "English guy" — meaning that's like their straight man, their front man who can work with the world. We trust him, you know. He's an outsider, but he's had our back for decades, so we trust him. I guess that's Jamal in this case. But you can have other dealers. They have a name for that; they call it "English." It's a well-known thing: this is our person who's got our back, and we give them a cut. </FormattedResponse>
14:09	Shaan Puri	On this doc it says "AWS for the Amish" — what is that? </FormattedResponse>
14:12	Sam Parr	Do you like that? That's just a little—I was workshopping it. Yeah.
14:19	Shaan Puri	That is funny, yeah.
14:22	Sam Parr	I was workshopping. What do you think about that?
14:25	Shaan Puri	It's good. I like that.
14:28	Sam Parr	"It's free. This is a pretty nifty website. If you go to SimilarWeb and look at their estimated traffic, it's not nothing."
14:37	Shaan Puri	Yeah. 400,000 Amish people. Let's just assume for a second that, of the entrepreneurial Amish people, a very high percentage of them are going to need to use a service like this, right? So if you say that even 5% of Amish people are entrepreneurial of the Amish population — but maybe that's a little high — let's say this is 20,000 people. I think you could pretty easily get to some version where you have 5,000 customers paying this thing $20.20 a month. That's a $1,000,000 business — it's $1,200,000.
15:05	Sam Parr	For sure — that's the exact math I had. I said "1 to 1,200,000.0 a year," and I'm pretty sure it's just this guy, Jamal. Jamal is the only guy running it. I think his name could have been Javal (J‑A‑V‑A‑L), but it was some dude.
15:20	Shaan Puri	Jamal, you just—does he have trouble sleeping because he just laughs himself to sleep every night, thinking about what his career is? He's like, "I just can't believe it. I just said... I'm just tickled. I just can't believe that this is what I did and I'm a this..."
15:33	Sam Parr	"This is called providing value. This is it. Oh, it's for sure. I just know that these Amish guys—they're not exactly known for being open to change. Once you get a customer, you're with them. They measure cat [unclear: could be "CAC" or "cat"] or they measure churn—not in terms of percentages per year, but per generation, because this is absolutely something that is going to be passed on from generation to generation. The website looks like it was launched like Web 1.0."
16:01	Shaan Puri	Yeah, there are seven sentences on the site.
16:04	Sam Parr	Alright. A few episodes ago I talked about something and I got thousands of messages asking me to go deeper and to explain — and that's what I'm about to do. I told you how I use ChatGPT as a life coach and a thought partner. I uploaded a lot of personal information: my personal finances, my net worth, my goals, books I like, issues going on in my personal life, and information about my businesses. I uploaded so much information that the output is a custom GPT I can ask questions about the issues I face in life. For example: How should I respond to this email? What’s the right decision, given my goals for the future? I worked with HubSpot to put together a step-by-step process showing the software I used to make this. ChatGPT asks me all this stuff, so it’s super easy for you to use. I use this 10 to 20 times a day. It has literally changed my life. If you want that, it’s free. There’s a link below — just click it, enter your email, and we will send you everything you need to set this up in about 20 minutes. I’ll show you how I use it again, 10 to 20 times a day. Check it out — the link is below in the description. Back to the episode.
17:19	Shaan Puri	Alright, this is amazing. So, this episode is basically the local million-dollar businesses—that's what this episode is.
17:25	Sam Parr	"Do you want me to do one more? I have one more that could fit in this category. This one—it's depressing." "Well, okay. When you—well, don't."
17:33	Shaan Puri	"Do it if it's depressing."
17:34	Sam Parr	I'm trying to feel good. Well, it's important. So, when you have to euthanize your pet, it's a horrible experience — obviously. It's like the worst thing next to your children. I used a service that came to my house, and it was the best possible outcome in a horrible situation. It couldn't have been better for the worst thing ever. After — you know, I'm a nerd — after a few months I thought this service was phenomenal. What was this? How did I learn about this? I Googled "at-home pet euthanasia." It's the first one that comes up because they crush...
18:06	Shaan Puri	I'm not—I'm not googling that. Okay. pet karma? Not doing it.
18:09	Sam Parr	Okay. It's called Don't Even Want.
18:10	Shaan Puri	That is in my search history.</FormattedResponse>
18:11	Sam Parr	Lap of Love — the website is lapoflove.com. I was reading a press release by them, and here's how this business works. They have vets and contract it all out. They use best practices, act as the call center, and then dispatch cases to a local vet who does what needs to be done. They teach the vets their ways. The website put out a press release saying they are getting 10,000 customers a week and they charge, I think, $600. So if you do the math, this business is making hundreds of millions of dollars in revenue, of which they split with the vet. I was very happy with my service with these guys, and it was amazing that I had never heard of it — how this company just owns the entire space.
19:04	Shaan Puri	Wow.
19:04	Sam Parr	"$10,000 a week — can you believe that?"
19:07	Shaan Puri	"How'd you even know that that was a thing? How'd you find out about it?"
19:11	Sam Parr	Well, it's word-of-mouth. You know, like, your wife or I was like...
19:15	Shaan Puri	Telling people.
19:15	Sam Parr	"Yeah, we're like, 'This is horrible; I don't wanna do this.' And they're like, 'Well, I use this service where...' You hear that one-liner and you're like, 'Oh my God, that's so much better than the alternative.' That's how we found it. I was researching it. What they do is—because I was Googling—they just own, if you Google that word or related phrases, they own the Yelp pages in every city. So it will be like at-home pet euthanasia in New York, at-home pet euthanasia in Nashville, etc. They grow entirely through local search."
19:49	Shaan Puri	Wow, that's a crazy business.
19:51	Sam Parr	That's a crazy business, isn't it? Crazy business. And so... they said, "How much?"
19:57	Shaan Puri	You said, "10,000 a week."
19:58	Sam Parr	Sorry, I got confused. They handle $10,000 a month, and it costs anywhere from $500 to $1,000 depending on a variety of things. But isn't this wild? It's like... this is another one of those services that sucks, but it's incredibly necessary. I was amazed at how large this was.
20:16	Shaan Puri	Alright — here's another one: an under-the-radar business that just crushes with local businesses. I saw this guy, Tanay, on Twitter talk about this. He said, "Who... I don't know how you say his name exactly. [unclear: 'don't wait to say']"
20:29	Sam Parr	It again. Okay, sorry.
20:30	Shaan Puri	Alright, so I just found out I've been calling my piano teacher "Steven," and his name is Vinny for the last two months. I'm still reconciling.
20:44	Sam Parr	Reconciling.
20:44	Shaan Puri	That's the fact of what I've been doing.
20:46	Sam Parr	"Did he just take it?"
20:48	Shaan Puri	Well, I didn't say it often, and I said it fast because I was... a little unsure.
20:52	Sam Parr	But the dude was slow saying the word "Vinny." Slow—doesn't that sound like you're saying... Or saying the word "Vinny" fast did not sound like you're saying "Steven" at all.
21:00	Shaan Puri	I'd be like, "Alright, say bye to Steven." I'd tell my daughter to say bye, and then she would say, "Bye, Steven." And I'd be like, "Oh my God — his name's Vinny."
21:13	Sam Parr	Blame her.
21:17	Shaan Puri	Listen, honey — you're gonna learn an important lesson today. It's called taking one for the team. I need you to tell him to say out loud the following words today. Alright, so there's this business called TARRO. His tweet was: > "Today I learned about TARRO, a $100 million company that routes phone orders from Chinese sushi and pizza restaurants in the US to call centers in the Philippines." What it does: these two brothers, back in 2015, started this business. They're basically like, "Hey, we'll help local businesses take orders over the phone. We will be your phone staff." So if your staff is busy and you don't want somebody on the phones constantly interrupting their workflow, they'll just take the call and then put the order into your system. They started doing that and they basically serve about 3,000 local restaurants in the United States with phone ordering. Their pitch is simple: "We'll do this for 10% cheaper than your labor cost if you do it yourself, and by having phone ordering you're going to get an extra 10–20% of revenue that you wouldn't otherwise get." Simple proposition: get more revenue, and we can do it for you at a lower cost than you could do it yourself. By the way, nobody cares who picks up the phone to take the order. As of this year, they say they reached a $100 million run rate. How do you spell it? T-A-R-R-O. It stands for Technology All Restaurants Run On. It's the Adidas of online phone ordering.
22:52	Sam Parr	And is this bootstrapped? I don't...
22:55	Shaan Puri	I think... I don't know if it's bootstrapped or not, but it could be. This is the type of business you could definitely bootstrap — it's a heavy cash-flow business. </FormattedResponse>
23:02	Sam Parr	Well, now it says that it's AI-powered phone ordering. Does that mean that they don't use Filipinos anymore?
23:08	Shaan Puri	I think both, right? So, I think it's basically...
23:10	Sam Parr	Is AI the name of one of their workers?
23:16	Shaan Puri	There's Alfred Ignacio over there. He's powering all.
23:19	Sam Parr	Your orders.
23:22	Shaan Puri	There’s some funny things happening with AI and call centers. For example, there are AI tools that change a caller’s accent on the fly. You call somebody in India, but their Indian accent gets remixed using AI so it sounds like he’s “Steve in Wichita.” That’s one tool a lot of these companies are using now: the AI doesn’t take the order, but they just change the accent so you have an American accent. What’s that called? I don’t know. There are a few companies trying to do that. There are accent changers, and there are AI systems that handle, let’s say, 70% of routine tasks. Then it routes to a human in the roughly 30% to 50% of calls that couldn’t be solved with AI. Basically, AI makes their call center need, like, half as many people as it did before, and the rest just falls to the bottom line as profit. There’s some cool stuff happening with that. It’s actually kind of interesting to track call center stocks to see what the market thinks is going on: are call centers going to be extinct? Are they just going to go away? Or are they going to survive but become much more profitable because they’re AI-powered and have cut a lot of human costs? It’ll be interesting to see how that plays out.
24:32	Sam Parr	Yeah, what happened?
24:33	Shaan Puri	Too interesting, you know—to the most boring person on earth, I guess.
24:37	Sam Parr	What happened to, like...?
24:39	Shaan Puri	The NBA playoffs are on. I guess that's probably more interesting.
24:42	Sam Parr	Yeah, but if you're listening to those podcasts, you might be in that category of people who are a bit boring.
24:48	Shaan Puri	What's funny is, I think Coachella was last weekend, and I was only watching the livestream of the Berkshire Hathaway conference.
24:56	Sam Parr	What's the name of that really big company? Was it called TaskUs or something like that? Are they publicly traded, do you think? </FormattedResponse>
25:05	Shaan Puri	They are.
25:06	Sam Parr	Is their market cap just getting obliterated right now because of all this?</FormattedResponse>
25:09	Shaan Puri	It's a $1.2 billion market cap. Over five years, it's down about 5x. It basically got nuked. It was at the peak of the 2021 range — it went public right at the peak of the market in September 2021, and then has just been down since then.
25:32	Sam Parr	I have gotten... Oh yeah, you're right. So it could be—it's a bunch of stuff.
25:36	Shaan Puri	Yeah, dude — by the way, I just invested in this company. I think you might actually be an investor. Are you an investor in Owner.com?
25:43	Sam Parr	Yeah, yeah. He's cool. That thing is crushing.
25:46	Shaan Puri	It's crushing. BusinessOwner.com is kind of amazing. What they're doing is they go to restaurants across America and say, "Hey, you need software. You hate your current software. You're using 15 different tools—use the Owner system instead." It's actually not that new of a pitch; other companies have claimed to be "all-in-one" or to have the best point-of-sale checkout system. These guys, though, have got it really, really right because they're growing incredibly fast. What they do is go to a company and say, "Look…" There's a great case study on their website. If your case study is good, this is when I decided to invest. I was doing diligence and I watched their case study. Most case studies on business websites are awful—god awful. I watched this one and was so thoroughly convinced. I just thought to myself, if they do their case studies this well, imagine how they're handling the other important parts of their business. Case studies are the sort of thing that's a kind of throwaway for most businesses—they're pretty poor at execution. This case study was about a pizza shop owner in, maybe, Pennsylvania [speaker uncertain]. He basically shows: "If you Googled my pizza shop's name—if you Googled, like, 'Town Slice Pizza Pennsylvania'—the first result is Slice, the second result is DoorDash, the third result is like all these other companies stealing my traffic. People are searching for me; they're not searching for DoorDash. They make these websites that rank in SEO." He says, "I was on page two." He continued, "I started working with Owner, and Owner—first of all—now I'm the first result. Because I'm the first result when people are searching for my business, those orders come through me directly. I don't have to pay DoorDash the 15% fee. My online ordering works really well because that's what Owner does. They provide that out of the box; I don't have to know anything about tech to do it. I get customers' emails and phone numbers, and I'm able to text them when we have promotions, sales, and deals. Basically I'm making an extra $10 a month, and that's huge for me. That's the difference between being on the brink of failure or having a margin of safety. It's the difference of hiring an extra person or not." I saw that same business proposition: "Look, it's 2025. You need a website. You need to be able to take online orders yourself. You need to rank for your own name at the top of Google. You don't want to deal with 15 tools to do that—we should do it for you out of the box and do it really well." This business is scaling very, very fast right now. Very impressive growth. The founder seems like one of those high-octane founders—I don't know him super well yet, but he just seems very, very high-octane.
28:34	Sam Parr	Pretty sure.
28:35	Shaan Puri	The intro I got to him was: someone said, "This is the best company I've ever invested in, and this is the best founder I've ever invested in." I was like, "Are you just saying words, or do you mean these words?" And he's like, "I mean these words." So, I could be wrong, but I mean them.
28:49	Sam Parr	I was like...
28:50	Shaan Puri	"Wow, that's a hell of an endorsement."
28:51	Sam Parr	The way that I invested in him was way less fancy than yours. Jason Lemkin was like, "He's the best," and I just said, "Okay—I'm in." I remember talking to him. This was, I think—no, maybe four years ago. He was 21 years old and he was telling me a story. Once I heard "21 years old" and Jason Lemkin saying "he's the best," I was like, "Well, okay, cool. I think—I'm in." The valuation, I believe, was really, really expensive. It was like a nine-figure valuation. I was like, "This has gotta be huge to really be worth it," and I think he's going to actually make it a massive, massive business. Have you ever even talked to him?
29:35	Shaan Puri	Only through email. We traded like five emails in one night because I was like, "Tell me the answer to these five questions," and then he did.
29:42	Sam Parr	He is the Terminator. When I had a conversation with him, I was like, "Oh, you're gonna destroy everything in your path." I could sense that. He gave me that vibe where I was like, "I don't want to be your enemy."
29:55	Shaan Puri	You're on a high-protein diet.
29:58	Sam Parr	He's on his videos for work and stuff—like his YouTube videos or whenever they have to do interviews. He comes off like a really sweet, nice guy. When I talked to him one-on-one, he's incredibly intense. He will annihilate people in an ethically good way, but he's the type of guy I do not want to compete against.
30:20	Shaan Puri	It's so funny how you get a vibe off people very quickly. I remember Joe Rogan once describing somebody — someone he thought was, in his mind, a total loser: spineless, with no energy. He said something like: > "You don't meet somebody and... are your veins empty? Is there any blood in your veins?" When he said that, I immediately thought of three people in my life who were just very low-energy. You can meet other people who literally walk at a different pace. They have a different amount of energy. I remember when we were hanging out in North Carolina and MrBeast took us to Walmart to show us things. I kept thinking, "Why is this dude walking so fast?" He had this extra little heartbeat in his cadence — walking faster than everybody else. He literally had more energy than anyone else and was busier than everyone else. I couldn't tell: is he so busy because he's got so much energy, or did he have to raise his level of energy because his schedule demanded it? I still don't know the cause and effect, but it's become very obvious to me that having more energy is a common trait of the most successful people. I don't know if it's cause or effect.
31:40	Sam Parr	So, I've got — I think we have a small team, maybe 15 people. A lot of them are these young, 25-year-olds and they're like... rabid animals. They do crazy, animal stuff. Every once in a while I have to correct them and remind them, "Stay crazy — I just need to direct your crazy a little bit." They were asking what I meant, and I was trying to think of a good analogy. I asked, "Have you guys ever seen curling?" > You know, when they take that big rock that is capable of just smashing through everything if it wanted to, and they push it. Then there's all those people in front with their brooms, sweeping the area to make sure the path is clear—so that big rock, that brute-force, blunt object, is guided into the right lanes and the path is cleared. I said, "I'm the broom and you're the rock. We're going to push you down this lane, and I just need to be in front of you constantly, clearing the space. If I'm ever not clearing the space for you or I need to reprimand you, it's just me saying, 'Hey, I need you to go in this direction.' But you need to continue being that brute-force rock. Be the rock — that's going to smash through stuff. Our job is to change directions every once in a while, but I need you to stay what you are." When I know I've hired the right people, it's when (a) I feel like that and (b) sometimes I even feel intimidated by them. Have you ever hired someone and felt like, "I want to keep you happy, because if you go work for someone else it's going to be bad news"? Have you ever hired someone who intimidated you?
33:24	Shaan Puri	I mean, I don't know if "intimidated" is the right word, but I think I know what you mean. Furcon was like this — immediately it was like, "Oh, whoa. Okay." So there's — there's no... yeah, but it's like: "Yeah, he's super smart, but he doesn't know anything about business." "Nope, actually he does." "Yeah, yeah, but he doesn't, you know, he doesn't work that hard." "Nope, actually he works way harder than everybody else." It's like, "Wait — you're..." There's no buts. He's just super smart, works super hard, is well-rounded, and knows enough about the other stuff to get it right. It's like, "Holy shit." And I would say the biggest thing is their self-assumption — how they carry themselves and how they think about themselves. You hire a lot of people who want to fit into your company, or who want to defer to you or defer to your judgment. Every once in a while you hire somebody who doesn't want to do any of those things. They come in, they see broken stuff, and they want to fix it. They don't think what you were doing was right. If it's good, they think it's cool. If it's broken, they think it's broken. That's it. They don't think that anybody else in the company is more qualified to do it. They think they could do it themselves. They don't think they'll be an employee forever. They're like, "Cool — I'm here right now; there's a partnership, and eventually I'm going to be doing my own thing, or I'm going to be, you know, in the leadership of this company. I'll have more equity in this company than I have today." There are some people who have a confidence about that, about themselves, because they have a certain self-assumption. And — and for the "people prophecy" [phrase unclear], you know what I mean.
34:43	Sam Parr	Furcon was a guy who worked with you at Monkey Inferno, the incubator. He previously helped start AppLovin, which is a $100 billion company. Between him starting AppLovin and it becoming a $100 billion company, he worked for you. It wasn't a clear "runaway hit" at first, but then it became one. His was AppLovin, right? It wasn't a clear hit.
35:08	Shaan Puri	AppLovin was already a runaway hit when he left, so he knew it was... </FormattedResponse>
35:12	Sam Parr	"A winner? What the hell was he doing working with you? Or maybe it had not paid out yet." </FormattedResponse>
35:18	Shaan Puri	Believe it or not, he doesn't care.
35:24	Sam Parr	I don't know if I belong. I think — I think I'm not in that category. </FormattedResponse>
35:28	Shaan Puri	"I was there when the money hit."
35:30	Sam Parr	Oh, got it. Okay.
35:31	Shaan Puri	He was still working on our beta release of our app that had four hundred users. He was up till three a.m. that night and he couldn't have cared less. Nothing changed between going from, you know, a normal person to being worth, you know, nine figures in an instant. Nothing changed. It's unbelievable. I remember even telling him — I was prepping him, like a psychologist. I said, "Look, man... it'd be crazy if nothing changed. I understand we gotta figure out how we're gonna do this. Are you just gonna want to retire? Are you gonna lose that edge? Is it gonna be temporary? You wanna take some time, just go on vacation and enjoy it?" I said, "It's hard to walk into an opium den and not get high." He replied, "Cool analogy. Can you go out—can you get out of my way now so I could just do what I was doing?" I was like, "Alright." And then nothing changed. It was amazing.
36:29	Sam Parr	I think I walked into the office one time after what happened. I knew that he was wildly successful, and I saw him — I don't remember exactly how — but I had this feeling: he had his hat on backwards and a screwdriver in his teeth. He was behind the TV, installing a Raspberry Pi [single-board computer]. I was like, "[unclear: 'furcon'] — what are you doing?" He explained how it would be cool because the Raspberry Pi is a computer, so he's turning the TV into a computer. The things he wanted to do were a handful of amazing ideas, but it really kind of boiled down to, "Isn't this cool?" I was like, "Yes, it is cool." I remember trying to justify it — like, but why are you... — and he just kept going, "It's cool, it's cool — don't you think it's cool?" And I was like...
37:24	Shaan Puri	Right.
37:25	Sam Parr	Yeah, you're right. That's actually the best reason why you should be looking like a mechanic and doing this. We were doing one of our sessions — it was around 8:00 PM. That sounds different than how it was meant to sound, but we were talking about business at your office. He was there, installing this "pie" into your TV. </FormattedResponse>
37:43	Shaan Puri	Yeah, and the funny thing is when Furcon joined the company—this is a good lesson, I would say—because it could have gone either way. Furcon helped build AppLovin. I think AppLovin, at the time he left, was maybe a $100 million-a-year business, but it was clearly scaling fast. He left because he didn't want the rest of the job, which was managing people. He wanted to stay a CTO and he liked the beginning—when he was building stuff—so he decided to keep building. He decided to learn mobile development. He thought mobile was going to be big, so he learned Android development and started building games for fun in his bedroom by himself. He did that for a little while. I found him there and told him, "You're super interesting. You should come join us—don't be in your room alone; it's no fun building that way. Come build with us." He ended up joining as the head of Android. Within the first few weeks it became extremely obvious that this guy did not fit in. First of all, he was smarter than everybody. Second, he worked harder than everybody. Our company culture was that most people left around 5:00 p.m.—many had kids and went home. He would come in at 11:00 a.m., leave around 11:00 p.m., and then still be on Slack at 2:00 a.m. He'd come in again the next day at 11:00–11:30 a.m. and do the same thing every single day. When everybody else would quote me a timeline—"Alright, cool, I'll show you the prototype at the same meeting next week"—he would show me the prototype the next morning. I thought, okay, this guy is going to break our culture one way or the other. You could tell the other engineers liked him, but they were also a little concerned: this guy doesn't come in until lunch, he's pushing updates at 2:00 a.m., and we weren't working then, so we weren't involved. "What's his deal?" they asked. He dropped out of college; he's not classically trained. What are we going to do with this guy? In my head, one of two things was going to happen: either it would be like organ rejection—he'd have to leave because he just didn't fit—or it would be that the host adapts and the guest takes over—the company would change. So I went out with him one night. I remember we were at a bar and I said, "Look, this is not official, but you're going to be running this company. I need you to start building out the team the way you want it to be built. You should work the way you want to work—don't try to fit in—because we're going to change this whole company with you driving that engineering change. This is how a startup is supposed to feel. You're doing it right." Pretty quickly I told him: hire your own people. They don't have to get everybody else's blessing to sign off on a hire. They would interview them, but if he liked the person, he could hire them onto his team.
40:27	Sam Parr	And then, eventually, you...
40:28	Shaan Puri	He became CTO; he became my co‑founder, and he became the leader of the company. Amazon has this phrase, "bar raisers" — it's like: you hire somebody, and they raise your bar of what "good" looks like. He was a clear bar raiser. There was a part of us that didn't know how to deal with that. The right way to handle it was to totally lean into it and say, "Oh — that's the new normal for us; you're the new normal. You're the new bar setter of what our engineering team should look like."
40:57	Sam Parr	Did the other people quit? Like, who—who won? I mean, obviously he is still there, or he was there.</FormattedResponse>
41:02	Shaan Puri	Well, a couple people adapted. They were like, "Cool — I'm not. My lifestyle is not that. I'm not going to be able to work at 2 a.m., but I'm going to crush my nine-to-five and I will work at that pace." And I'm like, "Cool. You're going to work a crazy schedule. I'm not going to work a crazy schedule, but I'm here for it. I want to work at that pace. I want to be that effective, and I want to change the expectations of what speed looks like inside the company." So a couple people became that. Then a couple people — we actually had a legacy business that was making a few million dollars of [unclear: "your"/"our"/"pure"] profit, and so we spun out the rest of the team onto that business. I was like, "You guys work on that company in that schedule and that pace, and this team is going to work in this pace." So we split — we basically split the company in half, like a divorce — and like, they're have...
41:42	Sam Parr	"A Lord of the Flies."
41:43	Shaan Puri	Like a happy, merry divorce. It was like, "You guys get custody of those assets; we're gonna have custody of these assets."
41:48	Sam Parr	That's pretty fascinating. It's like throwing people out on a different island and just saying, "You better figure it out—survive." And you losers are gonna go to this dying thing.
41:58	Shaan Puri	It wasn't dying. I mean, it was fine. It was, honestly, what some people wanted. Not everybody wants to grind like crazy. What this did was provide a very good way to decide: "There are two paths." You keep your same job, your salary, all that stuff. One path leads to a certain lifestyle, the other to a different lifestyle. This lifestyle is easy; this lifestyle is hard. Self-select—and the self-selection was very helpful.
42:23	Sam Parr	Dude, he's pretty badass. We should have him on again. Now he's got his own space in Fort Mason, I think it's called. Yeah — he's the man.
42:31	Shaan Puri	We should.
42:32	Sam Parr	Have him on again.</FormattedResponse>
42:32	Shaan Puri	Yeah, of course. Love talking to... forgot.
42:34	Sam Parr	What do you think — is that it? I don't know, exactly.
42:36	Shaan Puri	Where I want to go with this... I just want to share this with you. I've been trying to help certain people in my life either start businesses or upgrade their businesses, right?</FormattedResponse>
42:47	Sam Parr	Like the people who listen to you.
42:49	Shaan Puri	No, no, no. By "micro" I mean the people who I care about — friends. For example, my trainer. My trainer, today, has a training business where his calendar is full. He has more clients on his roster than he can handle, but he's still trading time for money. He's not scalable. He can only train so many people per day. He's doing 5–6 sessions a day, driving to people's locations and training them. You can't do 12 people per day, for example. He couldn't double his money if he wanted to, and he definitely couldn't reach his goal, which is, you know, to make twice as much money with half the time invested — with double the time flexibility. So he started a few side hustles. He started an energy drink company and an apparel company. He's trying these side hustles, but all of them — I'm like, "Dude, the beverage industry is brutal." It's a brutally competitive business to be in. The apparel business is just a brutal business to be in.
43:42	Sam Parr	Might be better to get another trainer.
43:45	Shaan Puri	Yeah, so I'm like, "Hey, have you thought about getting another trainer?" In this case I was like, what would be an appealing version? I offered some ways he could scale. I said, "You can start a studio." He's like, "Oh, I would love to have my own space, my own studio." I said, "Okay—that's a way you could get to your goal if you started a studio." It's been very interesting to see how he would approach it versus how I would approach it. I basically told him, "Look, the way I wanted to get in shape, instead of just being like, 'I guess I'll just wing it'—me, who's never done this, will just figure it out—I said, 'No. Let me get a coach. Somebody who's already done this before.'" I hired him as my trainer. Then I said, "I think you should basically have me as your business trainer." I told him, "Don't pay me anything. All you gotta do is book your—what do you call your first session?—an assessment. Book an assessment." He's like, "Alright, tomorrow." I'm like, "Great. Yeah, let's meet tomorrow." We started talking and doing this thing where I'd give him very simple guidance. I remembered that in prior times I was such a terrible coach—I would come in and try to train all your body parts in one session, show the beginner thing but then couldn't resist showing the advanced thing. Then you'd try that, get hurt, pull a back muscle. So I've been trying to be a better coach. I asked myself, "How do I keep this super simple?" Now I leave him every time with one blue sticky note with one thing: "This is the one action. Do this between now and the next session and we're good." It's been very interesting to see how much progress we can make just doing this very simple method. I'll share how this works. The same way that at the dance studio I was picking up information—I was learning about a business while I was there watching my daughter—I also learned a little bit about business. I basically realized that's something I've been doing for about 15 years now. I think most people, if they just started doing that one thing—just start paying attention to the business around you and start doing a little bit of napkin math—would improve a lot. Do the basic math: how many customers a place has times the price every customer pays gives you a good approximation of top line revenue. You could just Google or ask AI, "What's a good profit margin for a fitness studio?" Typically, are they at 10%, 40%, 50%, 20%? What are the net profit margins for these things? What I realized is that most people don't approach business this way. I've been helping two or three people in my life do this, and I think if more people did, they'd have a much higher chance of success.
46:10	Sam Parr	I think that hiring a fitness coach—at first I was reluctant to do it, but then it made total sense. I remember being the best at whatever sport I wanted to do in high school, and then in college I played for a little while. When you're basically like a professional athlete, you have someone telling you what to do every single day. You just do what they say. I was so reluctant to hire a fitness coach, but then I did, and I started seeing my body change in two months. I thought, "Yeah, that works." Then I wondered, "Should I get a nutritionist?" I was again reluctant, but I used MyBodyTutor and I did exactly what they told me to do. I had accountability, but I also had education—they taught me. It hit me: why have I always been so reluctant to pay someone money to just tell me what to do? Once I let go of that, I realized—and I've learned this in business as well—that while you need creativity, in general there is a process you can follow. In a lot of cases you will get fairly successful. You still have to invent stuff and stick with it for years, but with changing your body, if you do these five things you'll get 80% of the way to where you want to go. You don't need to overthink; you just need to execute those five things. I think people don't always understand this. You and I understand it a bit, even though emotionally we sometimes forget it. Many listeners understand this: business is exactly the same. There's a series of steps where you can iterate your way there—just like you can with your body, nutrition, and so on.
47:48	Shaan Puri	Yeah, totally. The way I think about it is: you're going to have some rate of learning — some learning curve. It might take you six months, it might take you a year, it might take you two years. You could definitely get there on your own. A coach is pretty much just a guaranteed way to speed up that learning curve, and that's the first benefit you get. The second benefit is you're much less likely to quit during plateaus because the coach provides accountability. A coach has also seen those plateaus many times before and can get you through the plateau faster than you're going to get through it yourself. So, for those two reasons... I think I have probably five active coaches right now, which is kind of insane.
48:26	Sam Parr	Roughly, what category are they in? So, you have fitness. I think you also use "My Body Tutor," so nutrition.
48:31	Shaan Puri	Yeah, I have exercise, and then I have food—uh-huh—food coach, which was probably the one that felt the weirdest to do and now is, in retrospect, the most obvious no-brainer of all.
48:43	Sam Parr	It's almost like a therapist, too. Food's a weird thing.</FormattedResponse>
48:46	Shaan Puri	It's more of a therapist than it is anything else, yeah.</FormattedResponse>
48:48	Sam Parr	Yeah.
48:48	Shaan Puri	It's just like—I think when people think "food coach," they assume she's giving a meal plan and macros. It's like, no, no, no. She's helping me figure out why I don't stick to any food plan or macros that I've ever set for myself in the last 10 years. And she's slowly uprooting those habits and being in my corner along the way. I started learning the piano this year, so I got a piano teacher. I ended up getting two different ones to try that because one of the other realizations I had is that there's a massive difference between an average coach and a great coach. In the same way that, in tech, there's this phrase about "10x engineers," there is for sure a "10x coach" or even a "100x" coach.
49:25	Sam Parr	Pitting your piano coaches—like, you know, Miss Linda and these two old ladies—to each other. Like, you know, Miss Linda said, "We should do it this way. What do you think about that?"
49:35	Shaan Puri	I don't even say anything. I just show up, and I'm better. They're like, "Wow, you've been putting in a lot of work." I'm like, "Well — had a couple great sessions..."
49:45	Sam Parr	"Okay, so you got two piano coaches. That's pretty wild."
49:49	Shaan Puri	Yes — business coach, executive coach. Like, yeah. Yeah. Like, I... I don't—what do you—what do you call it? "Executive coach," I think.
49:56	Sam Parr	Are you an executive coach?
49:58	Shaan Puri	I think those are all I have right now. I had a PT briefly for my knee rehab, but basically anything I do now my first step is to start the same day I have the idea. That's my rule. If you want to do X, great—on that day you need to do something in that area. You need to go have your first session in some way. Drop everything and do it. I have this sort of "drop everything and do it" rule. The next thing I'll do is try to find a coach, because I know a coach is going to speed me up in the process. Obviously these things cost money, so you can't always get coaches for everything, but you kind of can. There's a guy in our basketball league—this guy Alex—and he's just nasty on the court. He's so good. I'm like, "Wow, Alex, what did you do?" He's smaller than me and quicker, but it's not his athleticism that makes him so good. This guy is just better at basketball. Growing up I thought I was training to be good at basketball. That was a goal of mine, but I never had any coaches. I didn't take it seriously. I didn't know how to train properly. He told me a story. I asked, "Alex, what were you doing differently?" He basically said that when he was young he didn't have any money for a coach, but he was at the gym training himself and saw a trainer working with another kid. So he went up to the trainer and asked: > "How much for a session?" The trainer said, "Oh, it's like $75." Alex said, "Oh my god, no way. My parents are not going to pay $75 for a session." So he asked a great question: "Is there anything I could help you with that you would be willing to give me a session for if I helped you with that thing?" For example, "Do you have another session coming in? Could I be a rebounder, shag balls for you, clean up, show up early, help you with your text messages to all your people you're scheduling—what can I do?" The trainer found that endearing and said, "Look, fine." He let Alex help during sessions, so Alex was actually learning while helping someone else. Then Alex would get his own session at the end—"give me thirty minutes, give me forty minutes at the end"—and he just did that. He got so good as a young kid by doing that, and then eventually built his own business training while he was being trained. He ended up turning it into a revenue generator instead of just a cost for himself.
52:13	Sam Parr	Dude, okay—so I'm so bought into everything you're saying. I do this as well. I've got all types of coaches to add to it. The second thing I do after getting a coach is I put a date where I'm like, "I must perform on this date." One of the ways I got that idea is—for example, if it's a fitness goal—I want to achieve a certain body fat by a specific time, or I want to run a race on a set date, or I want to be able to do X, Y, and Z: lift a specific amount of weight.
52:40	Shaan Puri	"That's a goal, but it's not just a goal — it's a performance. Is that what I'm hearing?"
52:43	Sam Parr	I tried to make it a performance. For example, if it's just like a 5K—just "I want to run a 5K in 21 minutes"—that's not particularly fast, but it was hard for me. It was a really nice thing to work back from. There's an end date, so I find it quite motivating. Or, "I want to bench this amount of weight on this date." Do you remember that TV show on MTV called "Made," where they would teach people how to learn something in approximately 30 days? And so it was like I...
53:09	Shaan Puri	I love that show. I love that show.
53:11	Sam Parr	And so, what they would do is take a young woman who would say, "I want to do a backflip on a BMX," or "I want to win a skateboard competition" — these kinds of crazy ideas. I don't remember if the backflip one always stuck in my brain, but they would hire a BMX coach. This little girl's whole shtick was that she was a prissy, popular girl — there's no way she would want to do this nitty-gritty BMX thing with the kids on the other side of the railroad tracks. She ends up doing it, and in a competition she did a backflip on a bike. I remember that show. We should do an MFM version of Made, where everyone — it doesn't matter what the talent is — you just have to pick a thing. It could be, "I want to go try to meet a girl but use their language in a foreign country," or "I want to ask for directions in Spanish," or "I want to enter a chess competition." Just something where you have a very short amount of time, you have to hire help, and you have to kind of jump off the cliff a little to master the skill — or at least learn it a bit. So for you, it would be a piano recital, or wanting to have friends over and play a song for them.
54:22	Shaan Puri	Right, yeah. I think that's great — I love that idea. It's kind of like we did the "My First Muscle Challenge" last year. I think it's a cousin of that. I'm totally on board for this. I did something once that was similar in Australia. There were three of us, and we basically each wrote down a thing we would love to have done but are scared as shit to do. For example, one person's was to perform a stand-up comedy set — just go up to the open mic and do five minutes. One of the guys had been in a long-term relationship with a girl from high school. They had just broken up, like five years later or something, and he was like, "I've never asked anyone out." He said, "I just want to— I want to be out somewhere, see someone who I like. I want to approach her. I want to ask her out." He said, "I just want to overcome that one thing." He's like, "I know that sounds stupid," but we're like, "It doesn't sound stupid. Everybody's got these things," right? Another person's was — I forgot how they phrased it — but I remember it was something like, you know, at parties when the dance circle forms...
55:34	Sam Parr	Yeah, they would all go in one.
55:35	Shaan Puri	Go in one, do a thing, and then get out. Yeah, and I was like, "What?" So we took a hip-hop dance class together with our friend—she's a girl, she's a great dancer, like a professional. Me, my buddy Trevor, and her went to a hip-hop dance class just prepping for the circle. By the way, when you go to that class, it's two different classes: if you just show up to a class for whatever, or if you show up thinking, "This is me going in the circle at some..." [trails off]
56:02	Sam Parr	Yeah, it's the best, right? You're hanging up with Julia Stiles or some bitch and, like, get...
56:07	Shaan Puri	We got kind of addicted to it. We would start to make up new ones to do every few days. So it'd be like, "I'm gonna go for a walk right now, but I'm gonna have, like, three..." — "I'm gonna have three..." This conversation was like: on my walk I'm not just gonna smile and nod. I'm gonna—I'm gonna basically give a smooth compliment to, like, you know, three people along the way. If I notice something I like, I'm gonna say it, and it's gonna go well. I'm gonna have that interaction.
56:29	Sam Parr	Like, I'm not gonna answer the question "How are you today?" with the word good.
56:33	Shaan Puri	Exactly, exactly.
56:35	Sam Parr	Yeah. My friend Noah Kagan used to have this thing where he would say, "Every single day... when I was trying to get my business going, I would ask for a discount on every single thing that I bought." He said he just needed to get over the nerves and not be afraid of confrontation or asking for things.
56:50	Shaan Puri	Yeah, that's amazing. We have one in our living room called "Fear Nation." We just wrote everything we'd be afraid of, and then you try to cross them out. You pick one each day and try to cross it out, or pick one every couple of days and try to cross it out.
57:02	Sam Parr	We're going to do MFM Made instead of MTV Made. We're going to have MFM Made.
57:07	Shaan Puri	What show is it going to be?
57:09	Sam Parr	That's an interesting question. I would need to think about it. I don't think it would be a fitness-related thing because that's too easy. But I would have to pick, like, an emotional thing—like the equivalent of passing a...
57:21	Shaan Puri	"I think it'd have to be dancing."
57:22	Sam Parr	Dude, that would be the worst. Maybe... I would rather punch myself in the stomach 20 times than not go to a— [unclear: "we found all"].
57:33	Shaan Puri	You're like, "Never mind—edit this out, alright?"
57:34	Sam Parr	We're not.
57:35	Shaan Puri	"We're not doing this episode."
57:36	Sam Parr	What do you think? Is that it? That's it. Amish, dying pets, Fur Con — very eclectic episode. Kids playing.
57:46	Shaan Puri	The buffet you never knew you wanted.
57:50	Sam Parr	Alright, that's it — that's the pod.

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How to Start a Local Business With No Experience

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