Modern Mass Production

Dean: Welcome to Cloudlandia, Mr. Sullivan.

Dan: Isn't it nice to have predictability?

Dean: Yes, it really is. Even.

Dan: Yes, indeed.

Dean: On a whole other coast, in a whole nother area.

Dan: Yes, it. Completely different time zones.

Dean: Yeah, exactly. So, yeah, here it is. Yeah.

Dan: Here we are. Cloudlandia. Welcome. Welcome to Cloudlandia. Yeah.

Dean: How was their journey?

Dan: Well, it was great. We were in Carlsbad. We are in Carlsbad, which is up the coast a little bit from.

Dean: Very familiar with Carlsbad.

Dan: Yeah. And yeah, we had a very fascinating evening on Wednesday night and all day Thursday with a Dr. Todd. He's got a longer last name, but he just calls himself Dr. Dr. Todd. And he, I think, made a fundamental breakthrough in age reversal.

Dean: Really? Wow. Yeah, yeah.

Dan: And Richard Rossi put us, put him on, put us onto him and that's fascinating. I won't go in great detail, but so. And you know, it's kind of. He discovered. I'm just telling you what the thesis is here.

Dean: Yeah.

Dan: That he discovered a fundamental kind of like a stem cell, a very, very small stem cell. And they're called V cells. Very small stem cells. And it looks like they are present during pregnancy, but when the baby's born, these stem cell. These little, little bits of something, they actually kind of go to sleep and, and they're kind. And they're kind of impervious to anything around them. And he is a, from childhood, a fanatic about lasers. And he, you know, he creates his own lasers and he can create them with different wavelengths and everything else and he found a wavelength that wakes them up and, and what they do is they revitalize everything. So taking your blood and then getting rid of the plasma part of the blood, so it's just a thin red liquid. He then puts the laser through it for a number of minutes. He's got a set time. And this wakes them all up and then they inject them back in to you and they go all through your body and then with a laser. And then with the laser, he picks certain areas where you have pain or inflammation and they cluster there and you have to do it within 25 minutes after the IV injection. And, and according to him, that will reverse age by three years.

Dean: Wow, that's amazing. On. In your, in joints or in any like functional age, I guess is what you're talking about.

Dan: Yeah, no overall age.

Dean: Wow, that's amazing.

Dan: In other words, measured against someone, you know, they, they have to measure. They do it through blood tests.

Dean: So.

Dan: So this is the, this is what this part of the trip was for. And last night we wonderful evening out with Paul Abel, who lives not too far from here. And this afternoon we're visiting with Mike Koenigse. And tonight. So when then we're off to Tucson and Canyon Ranch on Monday.

Dean: What a life. This is great. You're out.

Dan: You're out on the mainland, huh?

Dean: Out in the mainland.

Dan: Yeah, yeah.

Dean: Meeting and greeting and the like. Yeah.

Dan: Doing mainland things.

Dean: So touching people and not.

Dan: But new. New mainland things. So.

Dean: Yeah.

Dan: Anyway, you know, I've done all the. Looking at videos of people who have, you know, different theories about can. Can age re. Be reversed? And the. And the interesting thing is that the one who is sort of considered furthest ahead with this is Dr. Sinclair from Harvard. David Sinclair. And you may have come across him through it, but he spoke at Abundance360 and then he was the first person to speak to us. Our trip to Boston and New York in August, on the trip where many scientists and doctors came in and, you know, showed various aspects. They were working on various things, a lot of it specific to particular diseases and anyway, but Dr. Sinclair is the one who is, you know, is reported to be further ahead than anyone else with this in the strictly medical world, you know, as it exists in a major university like Harvard. Well, he and Dr. Todd have teamed up. The two of them have teamed up. Oh, wow. Dr. Todd on this end is going to design tests and Dr. Sinclair is going to use his lab and his graduate students at Harvard to test out the tests.

Dean: Oh, this is awesome.

Dan: Yeah.

Dean: Well, that sounds fun. It's nice. You'll get to see Mike and Vivian.

Dan: Yeah. Yeah.

Dean: So anyway, how long have you been going to Canyon Ranch?

Dan: 30, 32. 32 years. I think this is our 55th trip. I think. Wow, 55 trips. Yeah, it's. It's aging.

Dean: You mentioned that last time you were there. Yeah, kind of. Yeah. They're not. Is the next generation not really taking the ball?

Dan: Well, they sold two years ago, Two, three years ago. And you know, a big corporation. Big up, big corporation out of Texas now. And that's, you know, the person who bought it is in the billionaire category. And yeah, it was a place like going. Going to. And then.

Dean: Right.

Dan: He bought it and.

Dean: But now there's no visionary place. Yeah. Now there's no visionary founder. Yeah.

Dan: Well, they kind of created the luxury spa industry in the United States. You know, I mean, they've had this for centuries in Europe and other places. You know, there's been.

Dean: Right.

Dan: Asia and places like that. They've had, you know, luxury in relationship to those societies. But they started in the 70s, I think 70, 76 or 77. And we kind of came on board in 1990, I think 1990. So we were there and they had gotten off over their rough beginnings because they, it was a dude ranch, you know, a dude ranch that had failed and they took over the dude ranch and they still, they weren't quite sure what the model was for the first 10 years. And so it was kind of spartan that they, they didn't, they fed you not a lot and things that you didn't necessarily like and that was good for you. Good for you.

Dean: Yeah.

Dan: But you'll do it once and you won't come back. So they decided to actually treat people better and you know, and give them food. They actually like them as much as they wanted to and that, that's, we hit them right about that point, you know and. Yeah, but it really was, it looking back it's really the crossover where Babs and I really got serious about health and fitness. Our, our trips here, we had that good doctors, good testing. So it's one of the, it's one of the, you know, it's one of the difference makers on the trip. Yeah.

Dean: Well that's awesome.

Dan: What about yourself? What's been going on?

Dean: Well Dan, I almost have to tell you.

Dan: Well, mainland.

Dean: Mainland.

Dan: But you've been doing other things.

Dean: It's the dead of winter here in Florida. I had to wear, yeah, I had to wear pants today. It only got up to 52 degrees and we've had about 10 days of cold, like 50s weather and it's gonna get back up into the 70s this week. But it's been a long 10 day winter so far.

Dan: Did you notice it? Do you notice that 50 degrees in Florida is a lot colder than 50 degrees in Toronto?

Dean: Well, I'm, you know, as you know, I'm 22 years into a snow free millennium right now and that, you know the only time of course that I made any adjustment or any risk of snow was for you to come either Toronto or Chicago. So for, since you started the, you know, 10 times program and I was in group number one, that was the only, you know, I had a perfect snow free record up until then. Up until now it's only been twice that that it's actually snowed while I was there. But I made all the rules that as long as it doesn't touch me, that's fine. I can, yeah. Get away with it. I let, I made, I make the rules. So I say it's still we Had a.

Dan: Just the week before we were leaving, we had the. The most remarkable real snow. Like there was when we left, there were two and a half feet on the ground. And. And. But it had stayed very cold. It stayed in, you know, Fahrenheit. That stayed down 8 to 12, you know, so there was no melting. And then it got another powdering and everything turned, you know, beautiful white again. And it was actually the finest stretch of. You know, if you're going to like winter. You like winter. That's way down, Chris.

Dean: I know that in the, in the spring and everything get all flocky. Yeah, yeah, exactly. That's no good.

Dan: That's icky. Yeah. And of course, Toronto is completely locked down as Ontario, Canada. So none of the restaurants are opened and you can't, you know, you can't be running your business in person. And. Yeah, it's very strange. It's very strange. It's almost like there's somebody. It's like somebody somewhere in the country. I wonder if we can just stop everything. I wonder if it's possible just to stop everything and. But I got 50,000 truck drivers.

Dean: That's all the excitement. All eyes on. All eyes on Canada with the truckers and beautiful.

Dan: 50,000 trucks in Ottawa. I mean, nothing particularly useful on their way to Ottawa anyway. Yeah, no, they're in Ottawa now. Oh, no, they're.

Dean: Oh, they are. They made it. Okay.

Dan: Yeah. The Prime Minister fled. He has gone to a secret location.

Dean: Okay.

Dan: Because he was afraid they were going to come to his neighborhood with their semis. Unbelievable. Yeah. Yeah.

Dean: What a crazy time.

Dan: Well, it's a. It's what happens at the meeting place between Cloudlandia and the mainland. I think that's. That's what's happening.

Dean: Well, I've got some breaking news from Cloudlandia in the Mr. Beast category.

Dan: Again, I depend upon this.

Dean: Yeah. Well, Mr. Beast, just in the last 48 hours here, has launched a new brand called Feastables. And he is launching, with three chocolate bars that he is fashioning himself into a sort of Willy Wonka where the bars are going to come with the chance to win or the chance to come compete for a chocolate factory. And the whole. It's very, very Willy Wonka the way he's doing it. But he, again, using the VCR playbook, is the founder and visionary of the company, partnered with his management team and Reed Ducksher from Knight Management. They're incubating the company, the capability of it, and I'm sure I haven't found out yet who, but I know of course, that they will be, you know, have a manufacturing partner for that.

Dan: But what, you know, somewhere along the line you got to make something.

Dean: Well, that's exactly it.

Dan: And that's where, I mean, if you're opera. If you're operating chocolate, somewhere along the line you actually have to make the chocolate.

Dean: Yeah. And so somebody's going to make that. They, you know, he was mentioning going through it when they were testing chocolates, you know, like it was, you know, sample after sample, which I'm sure is people. They probably put out a RFP for, you know, for a manufacturing partner for that and got all the samples of the kind of bars that they were able to make. So he's made his selection on the three. The three initial flavors. And they're. Yeah. Launching now. And I thought, man, what an interesting. You know, there. He's up to 89 million people now. 89 million subscribers.

Dan: Mm.

Dean: Which is just, I mean, so great. When you think about. I was thinking about the. If we look at the VCR formula, if we look at the vision capability and reach, that being on the reach side of the equation is the multiplier. That's the multiplier. It really is. So you think about if you're going to invest in any one of those three things, if you're making a. You're making. You're going to build any one of those. Feels like building reach, building an audience is the thing that has the. Probably the most profitable roi rather than building capabilities which are linear.

Dan: You know, that's interesting.

Dean: Yeah. Because you think about it. But.

Dan: But it seems to me, that seems to me the take away any one of the three, though, it becomes. Not absolutely, but you can't.

Dean: But if you're going to focus on one of the factors. Right. If you're going to focus on one of the factors, like you're starting now and you're deciding, I'm going to enter Cloudland, yet I'm going to enter the VCR playbook here. And, you know, developing your capabilities, if you're thinking about in. In the physical realm is going to be a limitation because you're dealing with the linear nature of growth. Like, in order to make more chocolate bars, you have to physically make more chocolate bars. In order to sell more chocolate bars, you have, you know, you're making like Mr. Beast is making a video that will go out and maybe very successful if he had 8 million subscribers. And it's the same amount of work and the same amount of effort and creativity to go into and distribute this idea. This video to 8 million people, but distributing it to 80 million people doesn't take any more creative effort. It's a 10 times multiplier. But the person who's making the candy bars, making the chocolate bars, has to physically do 10 times more work to produce 10 times more output. It takes 10 times more chocolate, it takes 10 times more paper, takes 10 times more labor to go through that process. Even though the formula or the, the workflow, the SOP procedure, the algorithm is.

Dan: Yeah, but what, what happened? But here's the thing. What happens if the chocolate isn't any good? And the word goes, people.

Dean: That's his exact, that was the exact thing. That's why he said he tried so many, you know, to find just the right one. Because if he's going to put his name on it and it's not a short term thing, if he's looking to build a sustainable thing and one of the things he did was choose. He's got a, he's got some sort of, some sort of a digestive issue. And so this was. These were kind of as pure as. He gives only four ingredients in them. So they're GI Friendly chocolate, which makes a big difference as well. But that's exactly the thing is you have to choose the partner.

Dan: I mean, Hollywood's a great example of Hollywood, you know, had a great reach. But, you know, I mean, I haven't seen an actual movie for three years because it was such crap. It was such crap, you know, that, you know, and so their reach. And of course they've lost reach because Netflix has the big breach and. But the thing is, you know, it's an interesting thing because I think that there's a dynamic that when after a certain point, quantity doesn't become quality.

Dean: Right, agreed.

Dan: Yeah.

Dean: And often it's.

Dan: I think there's. Yeah, I think that there's a dynamic. I, I mean, I agree, but he's a one off, you know. I mean.

Dean: Yeah, yeah.

Dan: You know, Mr. Beast is one off. Somebody said, well, I'm going to be like Mr.

Dean: Beast.

Dan: Well, you know, sorry, but that one is taken, you know. Yeah. And it's, it's a very interesting thing is that all sorts of new vision and new capability can constantly develop, but all kinds of new reach can't be developed. There's reach that you get and then there's. Then we have a word called overreach. Yeah, yeah. I think Mark Zuckerberg's a good example of that. He has 3 billion nominal. Yeah, apparently. But there's such negativity now flowing through the system. Right. And. And so he's got 3 billion. You know, it's a problem. There's caused problems. So, yeah, I, I'm more inclined to believe that you can't separate V from C from R. You know, that I think that probably is a unique ability thing, you know, that has. And this is a unique one. It's Mr. Beast and his production. Yeah. You know, his management company and all the other capabilities that come along. The power is really in the perfect vcr.

Dean: Yeah.

Dan: Yeah. That's interesting.

Dean: Yeah, it was just an interesting observation that, you know, you think about that often. Those especially we're talking about physical goods, you know, physical thing. Yeah, that's the. That.

Dan: Well, it's really interesting. The book that I mentioned, I think the last one, the, the. The Cloud Rebel. Yeah, the Cloud Revolution by Mark. Really fascinating. He's making a prediction the. That the future is going to be about manufacturing. That basically what's happened. And he uses Amazon as kind of a prototype. That the entire economy is going to take the form that what's most important in the entire system are the warehouses. Okay. And so the warehouses are immense. You know, the big warehouses that.

Dean: Yeah.

Dan: Actually Amazon has one in Phoenix. I think it's their biggest warehouse on the planet. Where they have to take the curvature of the earth into account.

Dean: Can you imagine? Yeah.

Dan: You know, because it's. It drops a little from one end of the building to the other.

Dean: That's crazy. Yeah.

Dan: And you know, and it's the prime area where robots are actually developing. The warehouses are the robots, because there's really heavy packages. There's dangerous stuff. So what he says is that the economy is gradually reforming itself where you have hundreds and thousands of large warehouses and then you have manufacturing as a service. Okay. And he said that basically manufacturing you can create all aspects. So if you think of the inputs where you bring the raw materials in and that would be. You bring the raw materials and there's. You think of that as part of the service of manufacturing, is bringing the raw materials and they bring products in. And the factories and the warehouses more or less become the same thing. You have the, you know, you'll have the factories that produce it out and then it shoots off across the entire network to all the other warehouses. And then you have the delivery services which are also part of the manufacturing process. So right from the raw material stage, all through the manufacturing, the warehousing and the delivery, that's all considered the manufacturing process, you know.

Dean: Right.

Dan: And there's a constant improvement using Artificial intelligence and robotics of every stage of that process. And it's competitive. You can actually outsource it. Like, there's people who just become very famous. It's like Master Beast with his. Yeah, Night is called Night.

Dean: Well, Night Media is the company, but. Yeah, Reed Duck. Yeah, yeah, the guy. Yeah.

Dan: Yeah. Well, so, you know, that's a who for Mr. Beast, right? That's exactly right. So you have all these who, not hows, from.

Dean: Yeah.

Dan: The raw material stage rate to the last 50ft of delivery. And so this is his notion. And the. Where it really pays off is where you've got a tremendous amount of real estate. So the United States is just the ideal setting for this because you got 3,000 miles to work, work with, you know, and there's people living all along the way across 3,000 miles. Yeah, so he's. Yeah, he said that we're right on the threshold of this and it's already happening. One of the things I didn't realize is the big malls, you know, the big indoor malls, they're being turned into warehouses.

Dean: Yes. Which is great because that's the, you know, just think about the positioning of malls in urban centers. That's really.

Dan: Well, not only that, but they. They come with parking. They're completely serviced. All the servicing is every done. All you have to do is reconfigure the.

Dean: Yeah, they're practically.

Dan: And usually they. And they've got this big central space, you know, and even then the anchor stores are huge and. Yeah, everything like that. So that's, you know, it's an interesting world we're going into.

Dean: Yeah, they're all like within reach of, you know, big populations. Yeah, it's all a logistics thing. Right. That's distributing things to the. And it's been exciting to see just the number of. And the. The scope now of the home delivery. There's, you know, other services now. Like they've heard, they've partnered. Mr. Beast has partnered with a company called GoPuff, which is a home delivery service that will go, you know, deliver anything from your town kind of thing. Right. More like postmates or. Not just food. They'll go to the pharmacy or the store or post office or whatever you need. So imagine, you know, you've got now this growing network of, you know, the last mile kind of network of people instantly able to move things around, even in Winter Haven. Like I look at Winter Haven as probably the, you know, minimum viable urban, you know, suburban level kind of thing. Like in a 30 to 50,000 people off season, 60 or so in the peak season with Snowbird that you know, if it can work in Winter Haven, that you've kind of got some, you've got a big Runway with something like that. You know, that was my thing about when I moved here in 97, that was part of my thought process for picking Starbucks as one of my stocks for the new millennium. And it was a. Because in 1999 I was making, I wanted to make a 25 year stock decision. I didn't want to learn about the market. So I chose Berkshire Hathaway. I chose Procter and Gamble and Starbucks. And my thought process with Starbucks was that they just had such a simple duplicatable model that was more stores means more money. And the Runway of opening up stores is. And it's equally easy to shrink that same way. Cut off the prune it. But the bush, the big thing is going to ultimately be growing. And at that point we didn't have a Starbucks. There was no Starbucks in Winter Haven and there was no Starbucks in Georgetown at the time either. And those two things led me to believe that because I'd seen in Georgetown we had three Tim Hortons that were successful and operating, you know, so I knew that the sustainability of it is there. The density that you could have, you know.

Dan: Yeah.

Dean: And that, that played out. Yeah, yeah.

Dan: The problem was that, you know, I mean, for Starbucks, because I knew the head of marketing for Canada for Starbucks, really, I forget what his name was. He was in the program. He went out and created his.

Dean: Nice. Yeah.

Dan: And he said the thing that the problem is not that you don't have the customers. The problem is that for Georgetown to get its own Starbucks, you'd have to have Hocking Valley. In other words, there would have to be. If you send out a delivery truck with supplies, you would want them to hit about 5 to 10.

Dean: Yeah.

Dan: Store stores. So where you have the customers for the one store, it's not, it's not economic to supply, to drive 25 miles to buy that store. Yeah, yeah.

Dean: So interesting. But that, you know, now we're getting to where all of the, like we use Grubhub and Uber Eats and DoorDash almost every day here in Winter Haven. And it's, you know, 95% without incident. 95% like reliable with within 30 minutes. Everything is predictable enough that you can rely on it at mealtime. And that, yeah. Just created a lot of freedom around that. You know, I imagine now you start, you think about moving goods and it's God bless that there's people picking that these are the things they want to get involved in. The fact that there are companies that choose to want to be manufacturers of stuff, you know, that they want to take on that logistics puzzle for people and offer that as a service.

Dan: Well, it's, it's a geopolitical decision too. It's not just an economic decision. Is that we've, you know, we got the COVID you know, the. Put a little bit of scare on who are you depending on 8,000 miles away to get things that people consider crucial. So my sense is that, you know, it won't go away, but there's lots of stuff that will be deemed as crucial. You can't have any interruption whatsoever. And, and you can't have somebody saying, you know, for political reasons, we'll withhold from your country what you need. And so my sense is that period of, certainly in the United States, that period of history is over and now it's going to be brought back to the United States. It'll be between. It'll be the, in the midsection of the country. It's very interesting. Intel, this is both, this is both Cloudlandia and mainland. This, what I'm going to tell you right here. But intel has just committed to building the biggest microchip factory in the world in Columbus, Ohio.

Dean: I heard about that. Yeah, you mentioned that last week.

Dan: Yeah, that.

Dean: Yeah, that's happening. That's amazing.

Dan: And it's really interesting. Not on the coast. They're not going to build it down the coast. And the, the interesting thing is because the one industry that was disadvantaged by the ship, the chip shortages, was the automotive industry. You know, because any car today, if it's reasonably, you know, reasonably units in above 40,000, that probably has 100, 100, 150 chips in it.

Dean: Right.

Dan: That have replaced mechanical parts over the years. So they just have. Well, Columbus is, if you draw a circle, a thousand miles from. Well, thousand seven hundred miles from Columbus, it's probably 80%, 80 to 85% of the automotive industry in the world in the United States.

Dean: Wow. Yeah.

Dan: Yeah.

Dean: So when you.

Dan: The big thing that. Yeah.

Dean: Tire company, the tire companies, all the related things too. Right. Yeah.

Dan: And so, so the thing is that that became very crucial because, you know, all the, the foreign producers of automobiles like China, Japan, has outsourced all of its manufacturing that. So all the manufacturing of Toyotas and, you know, Hondas and all the, all those cars that the Japanese do, the factories are in the United States. If the customers are going to be in the United States, the factories are going to be in the United States. Yes. Yeah. So that. So that goes for the German automakers too. They're putting all their factories in the United States.

Dean: Yeah. And that's an interesting. That's. It's mobile. Mobile. I can't help but think, Dan, as I think now about, you know, the distinctions like the impact or the cost or the ROI on vision versus capabilities versus reaching. As I think about. Vision is probably the one with the most exponential return. Because it's really the.

Dan: Well, it's. Yeah. Like a new idea. Like.

Dean: Yeah.

Dan: You know, I mean it's completely new. New idea. And.

Dean: Yeah, yeah.

Dan: I mean it's interesting because two of the. I mean think of a warehouse. It's. It's a colossal box is what it is.

Dean: Right.

Dan: You know.

Dean: Yeah.

Dan: And the other thing that changed the world so much was the container box. You know that the standard container box, shipping container box. Do you know the actual beginning of that where that started?

Dean: I don't no.

Dan: It's the Vietnam War and it was the problem of getting supplies the Department of Defense, the United States. But getting them into Vietnam because the harbor was too shallow for the big. And so it was just very cumbersome of getting a whole shipload of stuff. So what they could do though is build really huge piers. They could build huge piers out and all you were taking off were boxes, container boxes, uniform. And you could put them on trucks. You know, you put two of on a truck and the whole thing. And so the Department of Defense immediately said if you. If your stuff won't go in a container box, we're not going to buy it. Okay. And that, that factor more than any other factor made cars smaller. That's interesting around the world because your. Your car had to fit in a container box. Okay. And yeah. So the interesting thing is vision oftentimes is an extreme simpl that makes massive multiplication possible.

Dean: Yes, yes. You have to think. You have to build the multiple engineer the multiplication in. Right. At the decision stage.

Dan: Right, yeah, yeah, yeah.

Dean: And that's an interesting thing when you think about even what Mr. Beast has done now. Like chocolate bars are a pretty easy to scale situation. Easy to manufacture four ingredients. Everybody loves it. It's easy to package, easy to ship, low cost, edible, repeatable, consumable.

Dan: I mean not non perishable within reason.

Dean: Yeah, right, exactly. I mean shelf stable. I mean. Yeah, yeah.

Dan: Babs has got a box with about 20 bars in it.

Dean: Right, exactly.

Dan: So much. She gets so much chocolate from Toronto. It's the best hundred percent chocolate that

Dean: I even heard of 100%.

Dan: 100%? Yeah. No, I don't think I've ever had

Dean: anything higher than 85.

Dan: Yep. Yeah, it's on their main places right on King Street. King Canaan. Just trying to think here. Canaan, Bathurst, you know, just a little bit east of. A little bit west of Canaan. Bathurst Hurricane. No, Canaan Spadina. Right at Canaan Spadina. And. Yeah, and they make it and that. Babs, it's one of those things where you take a, you know, you. It breaks into pieces and you take a piece and they tell you just put it on your tongue and let it right there. And you know, earlier attempts at 100%, it didn't. I couldn't tell the difference between 100% chocolate and dirt.

Dean: Right, Exactly. That's what I was. This tastes. This tastes like a barnyard smell. Yeah.

Dan: But it's actually quite. You get quite used to it after a while and so she loves it, you know. But you know, things that are not bad for you, you can still get addicted to them. Right?

Dean: Yeah.

Dan: Yeah. So. Yeah. Well, it'll be interesting. I mean, it's not a crowded marketplace. Chocolate.

Dean: No, exactly. But when he's building in the. He's gamifying it that it's going to be a part of the, you know, every randomly there will be golden tickets inside the chocolate. Like just like Willy Wonka. Yeah. Where you get to come and be part of his, you know, production. That's it's, it's.

Dan: It's like the chocolate lotto, actually.

Dean: Yeah. I'm starting to see this whole thing, the buffer of where he's got an interesting relationship with what Night Media does for him as the integrators. That's really closest probably to eos in a way. Like what?

Dan: Yeah,

Dean: he's the visionary founder and reduction is the integrator of all of this that finds and you know, nurtures and builds the support infrastructure for it. You know, and that's a pretty. It's a pretty amazing thing what he's been able to do. I don't know whether you, you know his. He started out as a Red Duckster. I'm talking about. Now he's founded Night Media. He started out as an. A sports agent in. He played football in college, but he was graduated and became a sports agent representing, you know, they were representing some great like retired players as well as regular players. So he was. He learned the value of reach with these players that were former NFL great that would still get paid to for their reach basically for their Influence for their. The weight of their name in circumstances. And when he learned about, there was Another set of YouTube called Dude Perfect and they would do trick shots and stuff on the Internet and videos of doing stunts and all these amazing things like dropping, you know, throwing a basketball from the top of football stadium to, you know, make a basket. So they would throw it from the top of the stadium and film as many times it took to actually make it through the gasket on the field. Yeah, exactly. And they would then, you know, film all of those. And he started helping them out, bringing brand deals to them where they. He would work with Callaway, for instance, and do golf trick shots. But it was all Callaway branded content and, you know, start. They would get, you know, big dollars for it because they had big reach. They had at the time, you know, when he started with them, they had like 5 million subscribers or something, which was the unheard of at that time, you know, and now there, of course, much more than that. But that's where he learned this model that the kids, now his nephews and stuff, had no idea who the popular football and baseball players were today. Yeah. But they knew every YouTuber and that's the new. That's the new celebrity. And so he started taking that vision, the model for sports, managing sports celebrities and bringing that kind of infrastructure to these newly minted YouTube celebrities that didn't have a traditional infrastructure.

Dan: Yeah. You know, there's a really interesting little market marketplace contest going on right now with Joe Rogan and I think Neil Young. Yeah, yeah. And so Neil Young, I think probably from a political standpoint, said that I can't have my music playing on a

Dean: platform where you're distributing.

Dan: Joe Rogan is giving misinformation that could kill people, you know.

Dean: Yeah.

Dan: About. And then so he said. So it's either me or it's Joe Rogan. Yeah, Spotify. Spotify made up their mind real quick.

Dean: Yeah, exactly.

Dan: Because Joe Rogan, you know, has 11 million Taylor Daily listeners.

Dean: Yeah.

Dan: And. And Neil Young has fewer than that.

Dean: Yeah. But, you know, you jumped in, is making lemonade out of that. Lemons is serious satellite radio as now they jumped on it and are bringing back the Neil Young radio. We're having a Neil Young channel on Sirius. Yeah, well, I think.

Dan: I think it's great. I think it's great. But what you've done is identified two totally different audiences.

Dean: Yes, exactly.

Dan: Like two totally different audiences. And. Yeah, and it kind of shows you the, you know, the segmentation. You know, for the life of me, I Don't know if I've ever heard a Neil Young son, you know.

Dean: Oh.

Dan: In my life. I mean, I had. No, I haven't. He's someone who. I have foggiest idea.

Dean: No, I don't have anything swinging in the 70s in your advertising business and the world. Neil Young was. Nope. Really?

Dan: Nope. Nope. Wow. I had to go and read his biography on Wikipedia. I said, I have known.

Dean: I have a Canadian treasure. Dan. He's a Canadian treasure. You know, that was when.

Dan: Just. Just rethink those two words.

Dean: You know, when Yorkville was the. Yorkville was the place in the 60s for. That's where they all came from.

Dan: I arrived in the 70s. Yeah. No, but I don't know, quite frankly, because it's just not my thing, you know, it's kind of like during. During the lockdown period. I've really, you know, really made use of Pandora. I really, you know, really. And I just really got into country and western music.

Dean: Really.

Dan: And I was just amazed at the amazing talent that there is. You know, a lot of them are dead, you know, like. But people like, you know, Waylon Jennings, you know, just totally, you know, just an amazing. And all these, all these people, these phenomenal singers, you know, and everything like that.

Dean: It's funny you mentioned that. It's got a new. A new friend here in Winter Haven who has just moved here, but he's a country artist and the reason that was. So he came into the cafe where I go and he looks. He's like a doppelganger for Ross o', Loughlin, who I know I've introduced to you, but long red hair. But you're having up and coming artists who's kind of gaining some traction now. He's got some little brand deals as a influencer. And so we're having some interesting conversations about this, you know, reach and the whole thing. So it's an interesting. Yeah, so I'll. You have to watch for him. His name's Ryan Joyce. It's the guy he's on. You see some of his things on YouTube. But yeah, I'm interested to see what his take on things is, you know, whether he's as an artist or whether he's, you know, thinks about this as a, you know, to think ahead and create music that maybe has a chance of being more successful than another choice, for instance, you know, or is it 100% pure in the artistry of it. So it'll be. It'll be interesting. I've just had a couple of, you know, interactions, but enough that we're gonna. Because we just run into each other there. And after the last conversation, he said, you know, let's. We should, like. Let's plan to come and have a conversation here because either one of us is kind of running on the thing. But I think he's going to be an interest. Interesting guy, you know, to have that kind of. Whether you can manufacture, you know, vision, capability of reaching, whether he's, you know, receptive to something like that. Because I definitely think you can make a big. I think you make a big difference if you strategically think about what's going on, you know. Yeah.

Dan: I mean, you can do it in, you know, what I would say, measures, you know, like, I've been, you know, just working on the awareness side on, you know, with the books. You know, like, we have the books out there and, you know, you know, we're up to. For the two of them, we're up to about, I think, 350,000 now. Yeah, books. And our numbers are really going up in terms of registration. So last year was the best. And we started off. I mean, we're starting off January, the best January in history. And I think it's a function that there's a lot of talk about among certain people. You know, I think it's an affiliation. You know, somebody reads a book and they recommend it to two or three other people. And, you know, and it goes along like that. But the numbers for who not how are really great because we had a big push at the beginning. There was a lot of marketing, There was a lot of podcasts. But after about six months, we were working on the next book. And so. But the weekly numbers have remained constant now since about July of last year. Every week the numbers are just about the same. So this. And this is really, you know, this is really a good thing. So there's about probably about 5 to 700 books sold every week.

Dean: Yeah.

Dan: And it just goes like that. And the next one is selling really good, too. So. So the big thing is that we're only looking for a certain type of person. You know, we're not looking for quantity of people. We're looking for. We're looking for a sufficient number of quality people. So I think you have to start with what is your own ultimate personal vision, you know?

Dean: Yeah, yeah.

Dan: And. Yeah, yeah, I'm looking, you know, I'm looking for. I'm definitely looking for really ambitious, successful outliers.

Dean: Right. I was looking. It's funny you mentioned it, but I thought, nice. The text exchange with Ben yesterday, we Were catching up and we're gonna get together in the next week or so here, but. Yeah, that's. That's pretty exciting. Yeah, that's awesome.

Dan: Yeah, Ben's in free zone now.

Dean: Hey, there we go. Good.

Dan: Yeah, yeah, he signed up, so he'll be in. And we have Scott Donald, you know Scott. Mm.

Dean: That's exciting.

Dan: Yeah. And yeah, so this year we'll probably get a lot because my deadline approaches for moving on from 10 times and we have four coaches who are getting ready to take over 10 times. So yeah, it's. It's fascinating. And the new program, the lifetime extender. So my goal was 100 for December 30 or January 31 and we're at 90 right now, so. So.

Dean: Yeah, that's exciting.

Dan: So the whole.

Dean: Yeah, that's exciting. That Ben in free zone. That's great.

Dan: Yeah, I think he'll contribute a lot.

Dean: Uh huh. I do too.

Dan: Yeah, I love it. All righty.

Dean: I love it.

Dan: I love it. Next week we're off and you know

Dean: what I'm going to do with myself? Yeah, I mean it's all. Yeah. I'm going to sit here and reflect. I'm already good. I've already got the. I'm already anchored in my mind. My homing device. It's me right here at that time. So I'm going to sit here and this will be. I'm going to do some more thinking about the VCR formula. Yeah. Now that's. I'm seeing a lot of the distinctions between vision, the capabilities and reach and realizing which, you know where. Because you can come from either. Either way. That's the great thing about it.

Dan: Well, the other, the other thing is that you can be world class in all three.

Dean: Yes, absolutely. Yeah.

Dan: I mean, organization that you can.

Dean: Yeah.

Dan: Well, basically, I mean that's kind of the, you know, the USA is kind of like that, you know, like the vision. I mean they. The greatest national compelling offer in the history of the world. You know, life, liberty and the pursuit of happiness, you know.

Dean: Yeah.

Dan: And I mean, I mean, I, there's just. I, I mean, you can't tap that.

Dean: Yeah.

Dan: I mean, you know, and then the capabilities, massive capability.

Dean: Yeah.

Dan: And the reach. Enormous, enormous reach. Yeah, that's it. And aircraft carrier group. Greatest combination of vision, capability and reach. Military history.

Dean: Yeah, I love it.

Dan: Yeah.

Dean: Yeah.

Dan: You think the United States is really far away. We'll just send one of our carrier groups. We'll bring them real close to you.

Dean: That. Yeah, I love it.

Dan: Yeah. You think the US is 5,000 miles away.

Dean: Yes.

Dan: It's just 10 miles offshore.

Dean: Here we are.

Dan: Yeah.

Dean: Yeah, that's funny.

Dan: So, anyway.

Dean: Yeah. Well, give Mike and Vivian a big hug for me, and I will talk to you in a couple of weeks.

Dan: Okay, Bye.

Dean: Okay, bye.