- Hire somebody.
That is the fundamental answer to everything
you're not good at.
Hire somebody that is good at it.
Know it well enough to know if they're doing it well.
This portion is like, with me,
so I think this is when you need to get selfish.
Like need to ask your question.
Hiring is guessing, firing is knowing.
Like you gotta go fast.
That's how you get shit down,
that's how you figure stuff out.
This is the television
and television is the radio.
So Four Ds motherfuckers.
- With the three studios, I can't be everywhere
all at once,
- That's right.
- And it's really easy for me
to get the wind taken out of my sails.
- When one of the locations isn't delivering
on your standard?
- It's the individual people themselves.
- So I am like crazy about this,
I'm super, super driven.
I know everybody can be amazing and successful,
and they just want to pay their bills.
So I'm dealing with apathy.
- Your employees?
- Okay, so a couple things.
This is really funny 'cause this is probably the first thing
I ever started really talking to my dad about as a kid,
as somebody who had like gifted wisdom.
What keeps me super mellow is like
my thought process and the things I do well
are gifted DNA and circumstances.
So I never get high on my own supply.
It's just so weird that this is probably the first thing
I started talking to my dad about when I was 15 years old.
I looked at my dad one time when we were driving
and I said, Dad if they were you,
they wouldn't work for you.
This is something we talk about 28 years later.
My dad brings up that statement.
He's like, you were a kid.
Your ideology for what everybody should be doing
is the quickest way for you to struggle.
There's a very big,
like I have enormous energy on impacting people
in a good way whether it's directly attributed
to the people that work with me or the masses.
Whether that's through heart or hustle,
whatever it may be.
But you have to become deeply aware that
there's only so many things you can handle.
The other thing that it really leads to is
it leads into you trying to control something you can't.
And takes over.
- Yeah, for 10 years.
- It's a losing proposition.
First of all, there's a lot of bad in it.
There's a lot of ego and a lot of your own shit
that you need to really understand that truth.
It's the same bad that I have.
I create entitlement because I try to
take on too much on myself.
So you gotta be careful with this one.
Here's what I would say.
Your job as somebody that sits at the top of something
is to put players in the best position to succeed.
Once you've done that, you've gotta allow them
to do their thing.
You're a capitalist trying to deploy
almost socialist, communist ideology.
You can't control everything.
Like, there's nothing wrong with paying your,
what's wrong with paying your bills?
- They're capable of so much more.
- Says who?
You don't know them.
You don't know them.
I know Caleb solidly.
I know Nick solidly.
Like, you know don't know.
You're fuckin' spouse and parents don't know you.
Let's get to real talk.
There's not a single person on earth
that actually knows you.
Every single person has certain little subtle things
that they still have not articulated to the world.
To not one person.
You're being ideological.
To scratch your own itch.
You have to understand that.
I think a bigger thing is where are you going with that?
I think if you're going into a place of like,
they could be so much and we could win together,
which would make sense to me, right?
Let me help you be a better employee,
you'll do better, we'll do better, right?
You're better off firing them.
- I knew you were gonna say that.
I hate firing people.
- Me too!
But me hating firing people creates,
what I do with it is I create entitlement and protect people
at my cost which makes them think they're better
than they are.
Your not firing people is your imposing
an ideology on them.
You're making it about,
you could be so much,
you're putting it on them, instead of yourself.
You don't want to fire them
because they're not capable of over-delivering
or delivering on the standard of what you need
for your business.
And so they way you're deploying that resentment
is deploying them to feel bad that they're not achieving
they're capability predicated on something
that you need them to do in the context
of your four walls.
- So I just need to get the right people in there.
- I'm at my best when I fire fast,
when I know it's wrong.
And I do that rarely 'cause I don't like it.
But I've gotten better at it.
But you shouldn't create, you know,
resentment comes out in very different ways.
When I'm resenting something, I'm razzing people.
Like I'll make jokes.
That's my way of getting it out.
You're not doing any favors looking somebody
dead in the eye and say you could be so much more.
It's doing nobody a favor.
It's not doing you a favor, it's not doing them a favor.
What you need to be thinking about is
first and foremost, the number one thing
you need to be thinking about is
the three managers, or the one regional manager,
the people that are actually responsible in the trenches,
that's who needs to be a hundred.
You fix that, you fix everything.
Don't focus on the sink, focus on the well.
Everything I'm worried about in the thousand employees here
is predicated on my 11 direct reports
that run those departments.
- It's on the managers.
- The managers.
If the three managers are perfect,
then you'll be set.
- And they're not.
- No shit.
I know, that's how it works.
That's how businesses work.
You've only got two variables that you're talking about.
This is why it's easy for me to understand.
I know that they're not right.
And then underneath that, the employees you have
either they're under performing 'cause the manger blows
and you know it.
Or they've just been around for a while
and you have actual human emotion to them.
And those are both valid.
But the quickest thing that will make you so much happier
is to make sure the three managers are phenomenal.
You have three, I would assume, per location?
- They basically deal with all the happy stuff.
And if anything goes wrong
I'm the one that has to come in to deal with that.
- You've created that.
Just like I created it here.
You need to un-create that.
And what is fine at a smaller business level
and why it worked for me at Wine Library,
when it's smaller there's a level of fine,
but if you have ambition and for it to grow,
you need to get the value out of the way
You're better off compensating more
and letting people do the defense and the shit as well.
- Got it?
- [Man] Two questions.
The first one, with combat vet being
kind of my main business,
about 45 percent of my business,
but I was not in the military, I was not in law enforcement,
so it's a target market that I appreciate very much,
but I'm not really a part of.
- I think that as long as you're authentic,
you know, there is a small subset.
In any subculture there's always a part of that group
that will always be like, well you're not one of us
so you have no permission here.
But if you speak to admiring something,
as long as you're clear cut about that
and not hiding and trying to avoid,
I think you'd be surprised on how much of
a non-issue that is for the 89 percent.
- Okay 'cause one of my manger--
- 'cause the 11 percent, yeah,
- Was military, retired military,
and they have their stuff made in China.
But they don't tell anybody that.
They're like, oh we're military owned and operated.
So they get a lot of business.
I feel like they get a lot of business because of that.
- And the consumer's always right.
Like you can't focus on that.
You get two moves.
You're more than welcome to make a video and be like,
look, I have deep admiration for our law enforcement
and our military and here's why.
And I'm extremely proud that we make our product in America
and we have competitors in the marketplace
who've been in this space,
but they make their product in China.
And you the customer should decide.
- Would you say that even though--
- Even though they claim to make--
- I would, because that's how I roll.
You don't need to.
I'm not a big fan of dwelling without action.
Either you never dwell about it again,
or you mention it.
But the middle blows.
That's what you're doing.
That's the game.
The reason I don't complain,
the reason I genuinely don't is
I've got a very basic thesis.
Either I do something about it,
or if I've decided I don't want to do something about it,
which is many things,
I don't do, there's certain things that cross places
where I'm not comfortable,
and I keep my mouth shut.
'Cause there's too much energy wasted in dwelling.
You're competitor has you on defense.
I know nothing about my competitors.
- [Man] It's not really relevant.
- The consumer's the only thing that matters.
I just don't care.
The whole like, you can learn from them.
I'll learn it anyway.
Plus I'm not worried about the past.
This is what's great about being in the trenches.
I have come to learn that growing up in a liquor store
and a baseball card table,
my whole life was I'm behind something,
somebody's coming, I watch what they do, something happens.
So yes, I would, because I would like to create
the conversation of that.
Because I think it's a competitive advantage.
Especially if they're not authentic about it
because then you can get,
you know, people are very curious.
You put it out there, people start digging, they find.
On a podcast the other day I mentioned
that I was in a Wrestle Mania.
I showed up at this Wrestle Mania and I said
I was once in another Wrestle Mania.
I got the clip now, somebody found it.
People dig, people dig.
You set it up, let somebody else make the expose
if you don't want to go all the way there.
Innuendoing is fun.
- [Man] And I can keep putting clips of us
manufacturing the chips and nobody else can.
- That's what I would do.
I'd put out the clip and be like here we are!
In Iowa making the chip.
I don't know, where do you make the chips?
- [Man] Bay Area.
- Great, here we are in Bay Area making the chips.
Be fun to see our competitors show
where they make their chips.
Everybody knows what you're saying.
- [Man] Right, okay.
My other question is
my story's similar to yours.
My first business card was when I was 12.
- Love it.
- [Man] My sister and I sold baseball cards
and photo buttons.
- Do you know what's happening with these sports cards?
On a very serious,
I cannot believe what's happening.
I'm like freaking out.
It's coming back.
It's about to happen.
- [Man] So my parents had a trophy business,
still do, 40 years.
- So cool.
- [Man] That's what I grew up in.
- So cool.
- [Man] So when I decided to go off on my own,
the business I started was called ABC Gifts and Awards.
- Why, you wanted to be first in the Yellow Pages?
- [Man] Yes.
- By the way do you guys know that that's why
so many companies are named ABC?
The Yellow Pages was so, and triple A,
the Yellow Pages were so important, the Google of their day,
you wanted to be first,
and the way you hacked it was by being AAA.
- [Man] My parents were A&B Creative Trophies
because there was American Trophies in the same town.
So that was, got ahead of them.
- Isn't that funny?
- [Man] So that's what I started with.
- Aah, Liquors!
I used to think that.
I was like, maybe we should rebrand to Aah Liquors.
Like when I was a kid, 'cause I realized hacks
- [Man] So that's where I started off
but very quickly got to the poker chips.
So the business name didn't have anything to do with poker
and I never changed it.
But over the years I've acquired many of my competitors.
So now I'm the Bed of Jacks Poker Supply,
I'm Vierra Pro Poker, I'm Palm Gaming.
But they're still all separate.
So I don't know if I should,
being that it's still 55 percent of the business
is poker, would you say I should combine all
and start maybe ABC Poker?
That's the most important.
- [Man] Because it's so fragmented.
- For who?
For you on the backend, for the consumer?
- [Man] I think for the consumers.
For us it's not a problem.
- So for the consumers, what do you think happens?
- [Man] They get confused I believe.
- [Man] Because we've got different products
on different sites.
So we don't have all the same.
- Do they know that they're even associated?
- [Man] Some people do, some people don't.
- The question is,
- [Man] Does it matter?
- Does it matter?
And then what are you trying to accomplish?
To me, the reason to consolidate is you've got
a big commitment to building a brand.
And that when you flip it, there's gonna be a delta
on the brand value.
So when you sell a business or when you value a business
there's the EBITDA of like, here's the profit.
And then there's the thing above it.
Which is what's the brand worth?
The reason to consolidate is to build a brand.
I would not call it ABC,
I would create a brand.
That would be the biggest reason to consolidate,
in my opinion, based on what you're saying.
- [Man] I don't have any intention of selling.
- Then there's no crazy reason other than maybe
you just want to manage one site.
Maybe you're curious on what it's gonna mean.
Maybe there are some curiosities.
But if you think about it,
I assume these are web-based driven business, right?
- [Man] Yes, all of them.
- You're gonna give up,
- [Man] Right, that's why I've never done that.
- No shit.
And you're not giving me a compelling reason to.
If you're gonna give up all that SEO juice,
all that brand equity,
all the people that, and I'm gonna guess,
80 percent don't give a fuck or know that you have
seven other sites.
And know you're gonna consolidate them all
and they're gonna type in, Palm whatever
and it redirects to this.
I know what, but then it's like aah that's not my.
Dude, let me tell you a great story about Wine Library.
We built a new store on the same fuckin' plot of land.
And everybody decided it was a different store
and that we were more expensive and we dropped prices.
People don't like change.
The second you redirect, they're gonna be like,
this is, somebody bigger bought my people,
and now it's more expensive
or not as good, you know?
I just don't see the value unless you've got a strategy
for it, you know what I mean?
Does it make sense?
- [Man] Yes, it does.
- You're welcome.
- [Woman] So I really debated asking you a question
about our company as a whole or versus my role.
Sorry guys, I'm going with my role.
- Yeah really, this is like,
listen, we're here, right?
Let's do it.
- [Woman] So one of the things I mentioned
is trying to change from the traditional
advertising strategy to a new way of doing business.
- You're trying to change other people's opinions of it.
- [Woman] Thank you, yes.
- This is a very important starting point.
- [Woman] Absolutely, and you're absolutely right.
Change their opinions about it.
It's not an easy thing to do
especially in a small market like Alaska.
- And it's not easy anywhere.
Good news, it's not an Alaska thing.
It's a human thing.
Humans are really good at putting the past on a pedestal.
And demonizing the current.
Very good at it.
- [Woman] We see it.
One of the titles that I would have
at a traditional agency at my current role
would probably be like client relations.
And we've reworded that.
Same kind of position but it's
the director of client experience.
- [Woman] One thing that I'm finding myself challenged with
is walking that line between giving too much.
- Of course.
- [Woman] Because I care so much about my connections
especially in Alaska.
It's a small market.
- Yeah, reputation, small town.
- [Woman] Yeah, so I found myself giving some clients
which are those smallest clients the most attention.
I have no idea how to cut that.
I can identify it when it's happening.
I can see it, I can feel it.
- I love it, it's very easy.
I'm gonna give you really good advice.
Disproportionate honey on top of vinegar.
So we've decided that Sally's Hair Salon has gotta go.
She's grandfathered in at a rate that we
no longer can deal with.
She's disproportionately time consuming
in return for the ROI.
But she's massively lovely.
It's no different than firing somebody.
You know what my advice to people who struggle with firing?
Give huge severance.
Let me play it out for you.
We're all playing this same game.
You don't like firing somebody?
Give them four months severance where most people
just fire them and they have to go on the street.
I promise you, you're gonna sit on firing them
for more than four months.
Now you're Mother Teresa and you've solved your problem.
- [Woman] So you pay them to go away.
- A hundred percent!
You're not valuing
the money isn't as valuable as the time.
You being on defense is so expensive!
You telling somebody, look we're going in
a little bit of a different direction,
I'm giving you a six month head start.
I will help you hire a different agency
or hire somebody.
I'll interview them.
It amortizes out.
You feel great about you,
and you solve the problem
in a way that's disproportionate honey on top of vinegar.
It is good.
It is good.
It's good because, I'll tell you why it's good.
Because I'm a successful businessman who does that.
I understand it.
What's so fun for me about giving advice is
I only give advice I know.
And I know this move works for a certain type of individual.
For my dad, it's the stupidest thing he's ever heard.
Just walks in and goes, you're fired!
We're done with you Sally.
That's how we rolls.
He's cool like that.
And that's amazing.
That's a strength
that I don't have.
I have my disproportionate honey with vinegar.
Nobody gives fuckin' two months severance
in the tattoo parlor business.
And by the way, sometimes I've given
disproportionate honey with vinegar,
and they're like you're a fuckin' asshole,
even when I've done things that make no sense.
But not three years later they come back
and they're like, actually in hindsight,
now that I've lived on the other,
grass is greener,
you're actually extremely nice.
Thank you for that.
That's what you need to do with clients.
You need to fire them in a way that's amazing for them.
Once you recognize it,
you go into how do I solve this issue.
- [Woman] So do you give them a time period where
okay, we're gonna work on this because it's a challenge
on my end.
- Yeah, you make them part of the process.
You walk in and say this is not working
for our business anymore.
You tell them the truth.
Like we're evolving, the time allocation,
I only have so many hours in the day
and the business requires this and so,
but I don't want you to have collateral damage
from this decision in the short term.
So let's put together a six month strategy.
We're happy to stay on,
I will try just as hard, if not harder.
I tell people what I'm doing.
I tell them.
I tell people what I'm doing sometimes.
- [Man] Just to piggy back on that too.
You said something when you said that it's just not,
like we can't afford it anymore
because we scaled a lot faster than we thought in one year.
So what we're offering a year ago is totally not--
- Our business has changed.
Our business has changed, that's not your fault.
We're so grateful that you signed up with us
a year ago.
Let me help make the next six month transition awesome
including helping you hire the replacement
or helping you hire someone internal,
- No you're good.
- Doing what we do.
- [Woman] It is honest.
- [Man] That's what's been done to me before
just to throw that out there.
And I ended up in such a better spot.
So on the receiving side of that offer,
it's worked out great.
- Yeah because once you're half pregnant,
back to giving the advice that I gave you.
Like my ego of, I can't fire this kid,
he doesn't have a college degree.
This is now Wine Library talk.
I do it here where kids can get jobs.
We have a great job market right now.
They've worked at Vayner.
Even now, they have Vayner's fuckin' in their LinkedIn.
They're more than capable.
And I'm still like, uh.
But there it was,
here it's easy.
There it was impossible.
I was building up kids who had no other leverage in life
besides the fact that they've been with me for two years
and it wasn't so easy to replicate
because Wine Library was at the top of a small thing.
So it wasn't like they're gonna go to another liquor store
and get that much.
But that was my ego talking.
Every kid that I thought could not survive in the world
without me, went on and got another job and survived plenty.
And some did better.
Yeah, so I think that's what you gotta do.
- [Woman] Thank you.
- It will work.
- [Man] Yeah so my question is kind of like
before that piece happens,
before we get the client,
like you said it happens everywhere
when we're talking to people and we can show them
case studies or we can show them whatever
and maybe we have four meetings with these people,
potential client or a lead,
and we're showing them all these things.
Is there anything other than case studies
or showing them actual work that you did
- No. - to shift that thought
and where do you draw that line of trying to
- Earlier than you have been.
The thing I'm best at is bailing quick.
I don't try to sell unsellable people.
- [Man] To that topic, you sell them,
you get them on.
Now they're on with you.
You've had the whole thing and it was great.
We have a client like this and they're one of
our largest ones.
Now we're in the dirt.
Kind of like okay, here's the game plan,
here's how we move.
And now they're pulling back and not allowing us
- Yep, happens all the time to us too.
- [Man] To manage that.
Now it's like on what they want.
- I call them, as the CEO, sometimes and say
look, you hired VaynerMedia and now you're trying to make us
act like Ogleby.
I go, you should just hire Ogleby.
And then they have to make a decision.
You have to be willing to walk.
Or do what they say.
- [Man] Yeah, absolutely.
It's something we struggle with all the time.
- And by the way, we're happy,
like I can't get to everybody in this company
the size that we're in.
We're doing what they say in plenty of places.
There's not a single client at VaynerMedia
that does exactly what I want them to do.
- [Man] Find a balance.
- Yeah, I'm just not ideological.
I have points of view.
I'm very comfortable articulating them.
But I don't have full say,
they're paying me.
- [Man] Right.
- I'm in the client service business.
- [Woman] So we just have to figure out
- [Man] Where the line is.
- Yeah, I mean, that's right.
I think the one thing that will make a lot of sense to you,
I'm very comfortable doing what a client's forcing me to do
since they're paying.
My dad, I'm bringing up my dad a lot which is fun,
my dad had, there's this great, great Russian saying
that he would always bring up because it was his leverage.
But like I heard my uncles say it.
It's a classic Russian saying,
you know like whatever American sayings we have.
It's whoever pays for the music gets to pick the song.
And I fuckin' love it.
Like I don't know the American,
you know how that's what's great about
knowing other languages is there's some great,
like I love, clearly I love analogies and sayings.
I love that one.
That's how I think about VaynerMedia.
Here's the one thing that you should do though.
You should die on your own sword.
Meaning, no problem big client.
We're happy to do it.
I just want to remind you that it is our strategy
to do this.
I do that a lot.
- [Man] That's good to hear too
because we've kind of started doing that.
In the beginning we didn't have an option.
- Yeah that's right, you're like, yes thank you.
Beggars can't be choosers.
There's a good American one.
- [Man] We talked about that so much.
We've been talking about that so much.
In the beginning I felt like we had to,
we'd come with a proposal, here's the cost.
They come back say absolutely not,
we're gonna pay this much
and we would just do whatever it cost us
- Of course
- [Man] for that amount.
I think we had a major win recently,
we decided, we gave a cost to a client
and they said we can't afford that.
- And you're like, see ya.
- [Man] But we also knocked down the amount of work
and it went smoothly
and it was a huge win for us.
To where we're not doing that amount of work
for a smaller amount of money.
So we're starting to get there
but it's just
- It's a process.
- [Man] Yeah.
- Let them know where your strategy's at.
- [Man] Cool, thank you.
- [Man] So I initially didn't have any questions
until I was here.
- [Man] I mean generally, mind set, like everything else,
I've been listening to you for seven years
and so you've penetrated me very, very, very much.
And for that I thank you for the rest of my life.
And it's great to have an opportunity to say that.
But there's a few things that I was curious about.
Like I've come across distributors
and like on all the social platforms
I've come across distributors
but I treat it more like a personal brand than anything.
So I'm just documenting my own day
but it's still under the business name
- Thank you.
- [Man] Like personal brand, business brand,
blend of the two.
I've seen you so so seamlessly,
it's hard to tell the difference.
I think that's kind of what I'm trying to do as well.
- Yeah I think the reason that works for me
and I think it's something that I recommend is
I just don't think about it.
I think people think there's,
try to over think it.
You know, like live your life.
You know, it's similar to the advice I gave you.
There's a lot of people that wouldn't have given
the advice that I just gave you.
The business book ideologies consolidate it.
There's a lot of people that are giving you advice
about your personal brand and your businesses
that went to business school
and are executives in companies and they give advice.
The reason I love this session, this part,
is I get to give you contextual advice
after you've been watching higher level, theoretical advice
for a while.
I listen, right?
And then I answer.
So like, you know, people are like, Gary!
This is the favorite of every smart person I know.
Gary, what happens to Vayner if you get hit by a bus?
And I go, it goes out of business.
And they're flabbergasted.
They're like, what's your contingency plan?
I'm like, life insurance.
They're like, what do you mean.
I'm like, when I die, if I died by a car accident right now,
it's really awesome that I bought so much life insurance
based on my potential earnings
that my family will at least achieve some percentage
of that ROI which I'm not even that pumped about
because I'm on a new kick of not giving my kids anything
let alone, like,
I'm on a whole different,
I used to make fun of Warren Buffet and Bill Gates,
because I come from immigrants,
it's like you give your family, like right?
It was like, fuck those motherfuckers.
Now I'm like, they're brilliant.
Your kids are losers on day one if you give them too much.
I say to them, it goes out of business
and they're flabbergasted.
I'm like, bro let me,
and then I go into, and usually these are
non-entrepreneurs giving advice.
I go, let me tell you something about Nike and Amazon
and Puma and Chase Bank.
It is far more likely that the CEO of Coca Cola
turns every six, seven years,
than me getting hit by a bus.
And the second it does, that company changes forever.
I don't care what happens to VaynerMedia when I'm dead.
I'm pissed that I died.
You know what I mean?
Like people are so confused.
So anyway back to this answer.
When a companies comes to try to buy it,
they're gonna want you there for three years anyway
and lock you in to be the executive
that hands it off anyway.
And so whatever personal brand equity you have,
you're gonna be able to trade on,
at best, guess what,
after you leave after three years,
you'll still have your personal brand
and start your next shit.
I moved very seamlessly from wine to marketing
and I'll move very seamlessly from marketing
to sports card dealer.
- [Man] There's one other weakness
that I'm really hard on,
is picking up the phone and saying, buy my weed.
I have a hard time being super salesy.
- Hire somebody.
- [Man] Okay, thank you.
- You're welcome.
That is the fundamental answer to everything
you're not good at.
Hire somebody that is good at it.
Know it well enough to know if they're doing it well.
- [Man] Yes sir.
- [Woman] Know it well enough to know
that they're doing it well.
Sales is easy.
I've hired you.
I have a set expectation of what I pay you
and what I kind of have a feel for my business.
Somebody to do your social media marketing
when you have no idea about social media is hard.
You don't even know what they're doing.
Know it well
and what makes me super interesting, I think,
is I'm dangerous enough in everything that my company does.
But I don't need to be the best at it.
I'm just the best at the holistic version of it.
I don't think anybody in my company can beat me
one on one, but a lot of people can have better skills
within the subcultures of the craft.
- [Man] Cool, thanks Gary.
- That whole, what's that brother?
- [Man] I brought a couple items later on
- Thank you.
- [Man] If wouldn't mind whipping out and signing
- Happy to do it.
- [Man] Would mean the world.
- Happy to do it brother.
That whole, I don't even really know what
a renaissance man is,
but I think when people throw it at me on social
they talk about like, you do a lot of things.
And I'm like, seems practical.
You know, like, seems practical when you own a business
for you to be dangerous enough to know everything
so that you don't become vulnerable.
People sometimes say to me, I don't deal with my finances.
I'm like, you're in trouble.
You have a business.
I don't like finances at all.
This is literally, I just sign everything.
Everything my lawyers, my team puts in front of me.
But you have to know it enough.
You have to at least understand basic like,
do I make more money than I lose?
Every time like ...
I have a great CFO, Allen, and he loves to.
Like I'm so offense, he's like so much more disciplined.
He razzes and sometimes he likes to elude to like
he's the grown up
and I laugh and I'm like,
bro, I've been in business for 20 years of my life,
have made every payroll in my life.
It's street shit, family business.
I may not, like,
I do not know the tax law the way you do
that can maximize some of our opportunities
and I'm pumped and that's why a pay you
a fuck load of money.
But I make my payroll.
You know, you just gotta be basic.
Business is basic.
The reason I'm so cynical to the current state
of entrepreneurship is we have students in business now.
Business is basic.
- [Man] We're having a great year, it's going really well.
We're about to be growing, doubling in size,
which is going from two restaurants to four.
So we're super excited.
- And do your partners have ambitions
for it to be a national product?
- [Man] So we have successfully failed over the years.
We grew to five locations out of state.
We had three in Kansas City and two in Cincinnati.
- Franchise model or your owned?
- [Man] No, we owned and operated.
- Keep going.
- [Man] Me and my culinary partner, Jordan,
it's just two of us.
- Love it.
- [Man] So we were out there a lot going back and forth
anyways, couldn't get it off the ground.
Shut them down focused on Denver,
since then Denver's just been like awesome.
So super stoked.
- Cliche, you were stretched too thin.
When you focused, it worked.
- [Man] A hundred percent.
We grew and we shouldn't have, then stretched too thin.
It was a silly idea, I think to start with.
And then we just kind of reshuffled and now it's actually
clicking and working.
- When things fail it's very obvious to look backwards
and be like, right.
- [Man] Why'd we do that?
One of my tactics with kind of that retrench
is really to pull thing in.
Where I'm even designing our website now.
I'm managing our MailChimp myself
and really kind of bringing all this in.
- I'm a big fan of pulling in and pulling back out.
- [Man] And that was going to be my question
is that people say well that's not sustainable,
that's not sustainable.
And I'm like, yeah I know.
- In theory.
- [Man] The next three to five years.
- Right, in theory.
- [Man] How do you choose what to give up?
When do you starting thinking about the future?
- The delta between the things I like the most.
- [Man] 'Cause I want to hold it all
for as long as possible, right?
- The things I like the most and the things
I'm best at, I keep.
And the things I don't like
and the things I'm not best at
I try to systematically give away over time.
- [Man] Okay.
Cool just look at what--
- Self awareness and happiness
is the answer to your question.
There's just certain,
like what are we doing here?
You have a business to do you what you like.
Like fuck it, if you can't,
you know how many people build a business
that then the business eats them
and it becomes a job?
And the thing you didn't want to do like everybody else
or the thing you ran away from becomes the thing
with the added pressure and loneliness of entrepreneurship?
So the things I like and the things I'm best at.
But there is,
I love treading everything back in.
- [Man] It's exciting and fun and I love it.
- You also hone your skills
and then you get better at judging the people you bring in
the next time.
All of a sudden, your email marketing head
is not going to be able to trick you that they suck
because you know MailChimp.
I love that feeling.
I love it.
- [Man] Follow up question.
What's the most effective way
you've found to teach culture?
I find it so weird--
- [Man] Firing?
- [Man] Firing, okay.
- Money where your mouth is.
Culture's easy if you're willing to fire people
that produce money that are assholes.
- [Man] Firing, I actually don't mind firing.
- Good, firing.
- [Man] I don't mind firing.
- So to me, what's that?
- [Man] It's just as important as hiring.
Hiring and firing, you need to do that.
- Firing's way more important.
Because hiring is guessing.
Firing is knowing.
- [Man] You know that feeling.
- The way I hire, when I'm left to my vices,
like cool, yeah, interested, c'mon!
- [Man] Sign me up!
So you're saying your firing sets the tone for the culture.
- I do believe that, yes.
- [Man] 'Cause everyone sees that as an example of
cool, we're not doing that.
- There's nothing better than firing somebody
who's cancerous in culture.
It builds confidence.
I'm very big on that, and then just articulating it.
I mean every day people come in here,
like into my office,
Gary, like you know, people love fuckin' theoretics.
Gary what are we doing here?
I'm like, I put out content every,
I mean, every day I've articulated that we're building
a machine that sells shit so I can buy a,
like it's the most,
People that have been here six years,
they'll walk in sometimes they'll be like,
Gary, you know, feel like we've lost our way
here at Vayner.
Like what are we doing here?
And I literally go into like Gary V mode,
not Gary Vaynerchuk the executive,
I'm like, all right, well we're building a marketing machine
to hone my skills and meet people and train you guys up
and then the economy's gonna collapse
and I'm gonna buy Puma or K-Swiss or Hershey's
we're gonna run it through.
And they're like, it's like I've been very consistent here,
that's what we're doing here.
Like it's been super consistent.
But people love to pontificate and theorize.
It's why I hate the advice that you guys get from not,
I'm gonna say something that I genuinely believe.
Anytime a non-actual operating entrepreneur
or friend of yours gives you advice,
you should look them dead in the face and go
you have no idea what the fuck you're talking about.
It's why I've gotten really quiet.
One of the things I'm most proud of
is I talk about the same shit in my content
because I'm not willing to go to places
where I'm not willing to go anymore.
I don't know what it's like in those other places.
Like I have theories.
I have hypotheses, but until you walk in a man's shoes
you just don't know.
And especially entrepreneurship.
It just, you know, people are talking theory.
It's what people that are too socially liberal in trouble.
And I'm socially liberal as fuck.
But like everything's great in theory.
Now go execute it.
Go read communism.
No really, go read Marxism.
It's super, like, I want it.
Just doesn't, it's not how humans work.
And that's how I think about business.
Cool, yeah, you shouldn't micromanage.
You're going to a job tomorrow that's going to pay you.
I have to go in here and be the last line defense
of my business
and right now, nobody's doing email marketing
and I haven't hired anybody to do it,
so I'm gonna do it.
Like, you know what I mean?
We're in limbo, our chief strategy officer left last week
on family reasons.
So we're interviewing, so she's not here.
When we did Sasha, assumed the COO roles
so I'm the CEO, COO, CSO I guess
for all intents and purpose, though I'm not.
Ebbs and flows.
I'm gonna hire somebody and you know, ebbs and flows.
- [Man] Thank you.
- By the way there's another one.
Talk to people.
Once you have a feel of what every person wants
and once you create a place that's safe for them
to tell you the truth,
you got a prayer.
And take it from somebody who's really trying,
it's super hard.
They'll tell you, I send out fuckin' emails like
once every three months with a video of me like, come to,
literally the video I did last Friday was it?
I was like, if you think that if you came and told me
your boss is a dick face, that I would fire you
or you're in trouble, you don't know where you work.
Yet that's the biggest fear of every person that works here.
- [Man] Humans.
But, the one thing I can control is what I do.
So even though I know
that 80 percent won't act.
It doesn't stop me from putting out the content
in company-wide emails once every couple months
whenever I feel inspired.
I keep hounding it.
And then people that are here for five and a half years
will go through something
and then I'll get on the phone with them
and they're like, yeah.
And I'm like, why didn't you come and talk to me?
And they're like, yeah.
So the local thing, I got it.
- [Man] Yeah, well one of my biggest issues is marketing.
- [Man] It's just not consistent.
We outsource to another company
and it just seems like they're always kind of
like I'm always in the dark with it.
They're not very transparent.
- Well you shouldn't, you need to change that vendor.
- [Man] Right.
- Anybody you're paying, that isn't willing to give you
clean information, is a problem.
- [Man] And I've changed them multiple times.
- Yep, what about taking it internal?
- [Man] That's what I was going to ask you.
Do you think that's smart of me to do--
- You should taste it.
You should try it.
Yes, it's smart of you.
You notice how I don't like to do absolute answers.
But based on multiple times,
just learning what it looks like, what it feels like
is a good context point.
Because when that doesn't work
then you can step back and be like,
okay this doesn't work, that doesn't work.
Or when it works, you're like, fuck, I should've done this
You just need a context point.
There's so many things I do that I actually
don't think are gonna work,
but I do them because I need the reference point.
That's actually how I built all of VaynerMedia.
Most of what I did at VaynerMedia,
2019, 18, most of what I did at VaynerMedia
from 2015, '16, and '17, I didn't even believe in fully.
But I needed the context point
of what big agencies look like.
And I needed to do it within my own four walls.
And now I'm unraveling it.
- [Man] Last question.
Do you think that, 'cause growing up
my father started a little baseball card trading business.
- This is gettin' good.
- [Man] I have tons of--
- Those are garbage.
- [Man] They're garbage.
- Most likely they are.
It was supply and demand issues.
The fuckin' 1980,
baseball, let's start with baseball,
1982 to 2000, to like 1999,
to Mike Trout time.
All the stuff from like '80 to 2000 is in a bad place.
Too much supply, not enough demand.
But like '86, '87 Fleer basketball?
'Cause basketball's culture now.
Like nobody wants a Tony Gwynn rookie card.
Nobody wants Wade Boggs.
Nobody wants that.
People want Jordan.
- [Man] Culture.
Basketball won, baseball's declining.
Then, that was too much supply.
It's just supply and demand.
Honestly, that's why I understand what's about to happen.
I'm really good at supply and demand.
And I know that the demand for sports cards
is about to really go.
Enough to make it move against the supply.
- [Man] Got it.
- I think basketball's going to be incredible.
I think China's gonna get involved.
And when that happens, just think about Asia's money
for Jordan rookies, LeBron rookies, Kobe rookies,
It's about to happen.
It's a global sport.
And I think the sneaker thing with kids.
These sneaker kids.
First of all you can't get as many off whites
and Ezs and limited edition Nikes as you want.
Even when you were right.
You're like, that's gonna be good.
The Fear of God collab is gonna work
so you can't get enough inventory.
Whereas like, if you make a hot take right now
on Jayson Tatum and you think he's really gonna be the guy
you can go buy 50,000 rookie cards.
Yeah, I think cards are about to explode.
- [Man] Nice.
- I'm really excited.
I can't believe it's happening, actually.
My life is getting so weird.
I started a wine brand.
I'm getting into cards.
I'm going backwards!
Feel like an old man.
It's what happens.
But yeah, no, I think it's gonna happen.
Marketing, real quick, because I want to bring you value.
You guys do what?
Cold calling, direct mail, Google AdWords?
- [Man] Mostly Google AdWords.
- I think you should really focus on Facebook.
- [Man] Facebook?
- The older demo, if you're referring to that.
Are you going after older?
Or just going to any house, right?
- [Man] Uh, any house.
- How are you getting business now?
How are you getting business now?
- [Man] It's like
- Word of mouth?
- [Man] Home Advisor.
- You're in a referral business.
- [Man] Yeah.
- This is what I hate about services for real life,
they all let all these companies that got
in between Google and them,
Home Advisor, Zillow, Open Table in the restaurant world.
It's all the same shit.
That's what happened.
Like just to give you a quick punchline
of what happened in the world.
Google, I was right about Google AdWords.
I did a nice job and built my dad's liquor store.
There were much smarter people than me
that built platforms that sat in between
Google and the business underneath them.
And that's who built huge, huge companies.
You gotta get out of that.
- [Man] Get out of that.
- You can't be reliant on somebody who's a toll booth.
What if they said the price is double?
You're gonna pay.
You have no leverage.
- [Man] Right, so I need to get on all these platforms.
I'm not on any.
- Whoever's closest to the customer wins.
When Amazon raises Prime by 40 bucks next year,
you're gonna say thank you so much.
When Netflix raises Netflix by six bucks,
whoever's closest in bringing the most value
to the customer wins.
You can't be in a referral-based business.
You're a sucker.
- [Man] What about local service ads?
Local service ads with Google.
- Yeah, I'm fine with that.
But you're basically in intent-based transactional
And I want you to be the authority.
You're marketing to a local area.
Put out a video every day of how people should be
maintaining their homes.
I think every service provider should put out content
to people on Facebook of how not to have to use them.
I believe in that the most.
I believe it the most.
It's my number one thesis.
I believe in it.
- [Man] And so,
- Do you know how many mechanics make money
on something you could've changed a spark plug for?
I'll give you a person that would fall for it every time.
I have no concept of how a car works.
I'm completely baffled
by the modern automobile.
Just don't know.
Give a fuck.
My buddies are like, you're not a man.
I'm like fuck you!
Like how much money do you have?
What's the definition of a man?
You know, like cool, I don't know how to my change my car.
I have enough money to have multiple people change it.
I'll buy a new fuckin' car.
I'll buy a new one.
Like you know, whatever.
Everybody has their own,
but I think, you want to build trust?
Hey, I talked to a roofer friend.
You need to put out content every day
of the stuff people should be doing to maintain their roof
so they don't have to pay you 30,000 or 8,000.
And they've been doing it and it's working.
- [Man] What platform would be best?
- [Man] Facebook.
Make content, run ads against people in the neighborhoods
that you're trying to reach.
It'll show up in their feed.
- [Man] It's kind of foreign to me
'cause you're telling me but I've never done it.
I've only done Facebook ads which translated
into Instagram promotions.
Is that what you're talking about or you're talking about
- Facebook ads on Facebook where you know exactly
what you're saying against who you're saying it to.
Give me your best town.
- [Man] My best town?
- Yeah, that you do business in.
The name of the town.
- [Man] Granada Hills.
- Great, you make a video.
Hey Granada Hills, it's me.
I'm servicing a lot of you.
I want to service less of you.
Let me explain.
So many of you are paying me 5,000, 10,000 dollars
to do X.
But if you actually spend $130 a month doing this,
less of you would need me.
That is the single best thing you could ever do
for your business.
Guys I learned this from Wine Library TV.
This is horrible.
Do not buy this.
I'm selling it!
People are watching it like what the fuck is this guy up to?
I wasn't even sure,
I just subconsciously knew
that if I was good for the customer
that'd be good for me.
It wasn't good for this.
We were gonna have trouble selling this now.
But in the macro, I was building a relationship.
I'm giving away all my marketing advice for free
so you don't have to,
Look at how meta this is!
It's all free, but you're here, paying.
Trust was built.
Then I get even more scared.
I'm like, fuck, they're comin', they're paying.
We have to make this awesome.
The stuff that you,
the reason that you reacted even after seven years
of like awesome is like
what we've done so far.
Because you're at a big enough business scale.
What was smart about 4Ds was pricing it expensive enough
so that people that were coming through
weren't hoping and dreaming and it's not a lottery ticket.
Means you're far enough along to get
a singular piece of advice that can make the
arbitrage of $12,000 worth is.
That's how it clicked.
Then you make it, apologize,
then you make it a phone call ad.
If you go older, I like the phone ads.
Where you put content but there's a phone number
and they just click it right from there.
- [Man] That's on Facebook you're saying.
So right on the Facebook ad is a little
call to action button or something like that.
- That's right.
- [Man] We'll set out 15 minutes next week
to run through some of this.
- [Man] Okay, cool.
- [Man] So we actually fired our best phone rep.
We actually were about to fire them
and they let go of themselves.
- It was a huge missed opportunity for you.
- [Man] Huge?
- You didn't make an impact in culture
because they left on their terms, not you firing them.
I mean it.
Give that thought to everybody else.
I know that you don't run the whole company.
- [Man] What if she beat us to it though?
- She didn't.
She won the game.
You guys lost.
I'm devastated when that happens at Vayner.
At Vayner, there's people that are fired at Vayner right now
in my head, that it might take me three and a half months
to make it happen for a magnitude of reasons.
Occasionally that person will quit and I'm devastated.
Because I wasn't able through my actions
to show the rest of the company that we know that
that person wasn't right.
- [Man] Do you tell them that hey, I fired this person?
- People know everything.
- [Man] Gotcha, okay.
- She got ahead of you guys.
- [Man] But even if we wanted to let her go.
She was like a cancer.
- Your employees don't know that.
They don't believe you.
- [Man] And then they're going insane
sticking it to the employees before they leave.
So it's like
- A hundred percent, she controlled the narrative.
Missed opportunity but still a good net positive.
But it's something to think about.
And I know that you don't have all the control.
I remember kind of the narrative from the sneaker thing.
But like, back to what I'm trying to do here,
it's advice for everybody else.
For people that don't like to fire,
it's the double damage.
'Cause they have the narrative, they control it.
I'm out of this, fuckin'.
They were the cancer.
They know they're not on point with you,
so they got ahead of it and then they tell everybody
I'm living this shit place, this place always sucked.
I leave and they have all the leverage.
I know I'm right.
- [Man] That's the alternative of not firing.
And then you have collateral damage.
- [Man] I just fired a real problematic employee,
cultivator and ESD.
I mean he came over for Thanksgiving dinner to my house.
He became a friend.
And then it was so hard to fire him because
he became a personal friend.
He worked for me in my company.
So I had to bring him in and he was blindsided.
He came in I was like, it's not working out,
we're heading in a different direction.
He just shook his head and walked out.
But what he continued to do is he reached out to
every retailer that I work with and told them lies about me.
If I hadn't fired him and he'd done that while
he was still an employee,
it would've been the double damage.
- You gotta always control the narrative.
I'm telling you, notice how I reacted?
It's one of my most difficult things running this co.
'Cause sometimes there's reasons not to fire somebody
whether I gotta transition a client.
One of the biggest reasons I don't fire clients is
I have to build equity with the three or four people
around them because they've already been doing cancer.
And I gotta siphon the equity to me before I fire them.
Sally's shit, her crew is being manipulated by Sally.
I like that crew and there's a lot of great people.
I've gotta spend two months between me and other managers
to build equity with them so they understand
And then you get rid of Sally.
Because if you get rid of Sally before then,
they leave too.
It's the most funny thing ever.
It's like parents.
Remember all the shit you thought your parents didn't know?
But then you got older and they're like,
I fuckin' knew you were jumpin' out the window
and hooking up with Rick!
You're like, fuck, Mom!
How'd you know?
'Cause you know!
I love when my employees think I don't know.
I fuckin' know everything.
That was like an evolution, right?
It's interesting right?
- [Nick] That would be a long time ago.
- You're super on it.
That's not you're question, go ahead.
- [Man] So I'm looking for some perspective
and strategy in auto.
So Agent2021 I had a good time.
Good things and bad things I liked about it.
But it got me thinking of more ideas
and I wanted to know,
so I was like, man, I can build a machine here really well
as a company.
But then look, we started interviewing big bloggers,
and I wanted to know when it comes to the best strategy,
I don't know the best way to figure out
where are these going.
I know there's a few companies like Carvana,
they're like getting rid of the dealership shit
'cause there's a new way to buying a car.
So I was like, we'll just be the car buyer.
We'll just strictly buy and we wholesale
all of our cars, we'll sell them to franchise dealerships.
But is that just for like,
should I be thinking more of how can I help
everyone in all dealerships?
Or hey, is this where we should be going down the--
- Tier three dealer auto dealerships are going to be around
for minimally another decade
'cause you haven't seen enough transition happen yet.
Let's start with that.
- [Man] Transition in like
- Meaning you're not seeing car dealerships close
all the time.
You're not seeing Ford announce that they're
not going to do tier three anymore.
There hasn't been anything that's happened,
and even when Ford says, we're gonna not do
dealerships anymore, it's gonna take them five years
'cause there's deals in place.
So I think a lot of time people see the future
but don't realize how long it takes.
I made that mistake.
In 1998, I decided,
we launched in '96, I start running the company in '98,
And I decide by the year 2000, it was 18 months,
this is what's so funny about being a kid,
you think 18 months is a million years.
I'm like, by the year 2000, I'll never forget this,
I couldn't have been more wrong.
By the year 2000, everybody will come into my wine store
and scan every bar code because I made up
that phones would have scanners on them by then.
And they'll know the price of every wine
and I'm gonna have to lower the price
and be the lowest price on everything
'cause I still to this day don't know when you sell,
when you sell a service, you can talk about it
from a service standpoint.
I still don't know how to explain to somebody,
if I sell a bottle of wine,
why somebody else is selling it cheaper,
why they should buy it from me.
I do not understand.
And I never did, and that's why Wine Library
had the best prices on every wine in America
when I ran the store.
Because I don't understand
what the answer to that question is.
And so, I lowered the prices of every single product.
Crushed are margin, but it never happened.
We still don't have it.
And that's how I've gotten good.
If you notice, I know a lot of you guys follow,
I'm so much more right than everybody else
about VR 24 months ago when everybody was talking about it.
Everybody was all,
getting fired up.
And I was like, it's not even close.
And here we are 24 months later.
And still nothing has happened.
Not even the beginnings of something.
Same thing that's happening with machine learning
and AI right now.
Everyone's talking about it every day.
And I'm like, that's cool.
And there's a lot more going on there.
But the things that people say it's going to do
are 13 years from now.
So yes, do I think cars are going direct to consumer?
Yes I do.
Do I think it's going to take a decade to three?
And I think youngster who are progressive
could get caught on the timing of innovation.
I think that you are
because you haven't lived through a couple cycles,
are gonna see things that are right
'cause you're digitally native, you're younger,
you're coming from a different perspective.
It's gonna take longer than you think
for it to materialize.
I believed that online dating was going to be mainstream
It really probably, I mean match.com at some level,
but like, Tinder in 2012, I'm trying to think now,
it took a long time, but I knew it would happen,
but nobody believed me when it happened.
It's like sports cards right now.
It's already happened, I know it's gonna happen.
Most people are looking at me like
oh you just, 'cause you liked it when you were,
they don't see it yet.
- [Man] Last question.
So with that I have all these ideas
but I think that as a company
we need more money to do it.
I think we need more capital so
I guess, what do you do at that point?
Where do you go?
- Do you have control?
- [Man] So they are open.
We've talked about, there's four of us,
and we talked about should we fix everything first
and then ask for money?
Or just ask for money and then go from there?
- Well first, can you make money instead of asking for it?
- [Man] Yeah, so we're profitable.
- Can you make more?
- [Man] We can but sometimes it gets very tight
when it comes to
- I got it.
- [Man] So if the car doesn't sell at auction,
it'll get really tight.
And sometimes if you wanna go more it'll get
- Look, I think raising capital on your terms
and your advantage is a good idea.
I don't think that's how it ends up most times.
Whoever's asking for the money has less leverage.
So I'm a big fan of creating something
that has people asking to give you money.
Whoever asks first, blinked.
That's how I think about that.
- [Man] Thank you.
- So many questions.
- Let's go.
- All right, so
in building my personal brand I already speak.
But I want to do more speaking.
However, I'm a mom of three and they're it.
- Of course, yeah of course.
Have you gotten remarkable at eliminating other things
besides those two things?
- [Woman] Yep, I'm good there.
- Good, okay.
- [Woman] How do I train
from the beginning because I feel like
this is a beginning for me,
anyone who reaches out to me about a speaking engagement
that I can bring just as much value from my
cute pink velvet couch in my office, ring light, whatever.
- That's what you want, it's not what they want.
- [Woman] I mean, there's nothing I can do
to make that possible?
- Nope, I do not believe so.
I close people paying me 185,000 to give a speech.
8000 times easier than I close people
paying me 35,000 to simulcast it.
And that's consistent for everybody.
- [Woman] So I'll just have to put off traveling so much
because I just can't do it, I won't do it.
- There's another thing.
If you're willing to not travel, you now have leverage.
So it's like, you shouldn't say no, you should ask
for a remarkable amount more than you're accustomed to now.
That's what I did.
When I started building VaynerMedia,
I was like, okay now I'm gonna build VaynerMedia.
Jess were you there,
were you there before I was kind of day to day CEO?
Or you came right as I was kind of there?
Yeah, so what's really interesting,
you might've saw, like VaynerMedia
because we formed the LLC on April 15th,
even though AJ wasn't out of school yet, turned 10.
But for me it's always eight, because I really didn't
operate this business the first two years
because I was busy with Wine Library.
I was really, still really running that.
And then I crush it and the whole Gary V thing was starting.
And so when I decided in September 2011
to run VaynerMedia for real, to actually be the CEO,
I didn't want to speak as much 'cause I wanted
to build the business.
So I moved my fee from 5,000 to 15,000.
And what ended up happening was, it was awesome
because okay, a bunch of people said go fuck yourself,
you think you're a big shot, right?
And that was fine.
But some people said yes.
And I was like, really, okay, amazing.
So I don't know what you're charging now,
but if you're willing not to travel
'cause you gotta be home more and whatever.
You're gonna find a new remarkable thing
which is you might be able to get more.
I'll never forget that year where like,
the year prior, I spoke like 11 or 15 or 22 times.
And the next year I spoke like seven
but made the same money.
It was a really powerful moment.
Now, I had momentum, you know, it's a marketplace.
But yes, as fact, anytime somebody says
I'm looking to become a speaker,
I'm always like, speak as much as you can
for as free as much as you can.
I mean look, you've got your life.
And I think it's really hard,
it's really hard for everybody,
but I have double empathy for a mom
because I think there's just inherent,
you birthed it, this human, kind of thing.
And there's social.
And social pressures and how you grew up
and ideologies of your grandmother's grandmother
that trickle down.
It's hard to balance to begin with.
- But I can do it.
- But it's better than having terminal cancer.
It definitely feels like that.
It's fun to pontificate.
You're really thrilled right now
that you do not have terminal cancer.
And that's where I always go.
Like hey it sucks that maybe you can't go 150 percent
on the business because you have parenting obligations
and wants and needs and ambitions.
You could've been born in Cambodia
and not had the same opportunities you had
at being a white woman in America.
Like I'm always playing the,
this pisses me off, but I can spend the rest of my life
talking about all the things that are worse.
I do believe in that perspective.
'Cause you'll get crippled otherwise.
- I appreciate you recognizing that.
- I believe that.
Like I hate when dudes are like, it's the same.
It's the least same thing of all time.
- Yeah, so I'm ready to start my pillar content.
And the trickle down which I'm really excited about.
- Podcast, vlog, what're you thinking?
- I'm not sure.
So camera is where I--
- I've been my whole life.
So it's what I do.
And I feel like I can deliver my message
just differently than a lot of people.
So I want to start with video.
- I'm a big fan of videoing a podcast.
- Me too, okay good.
This is what I was thinking the other day, that's great.
- I'm a big fan of it.
You get both, film, the podcast.
We've all seen it right, like IMUS sports radio,
Mike & Mike, you've seen it on cable TV.
It's a radio show being filmed
which means it's at TV show.
It's exactly the same for us.
- I think my strength though, comes from the training aspect
just kind of what you do.
So it's soundbites.
- You should do a Q&A show.
Watch what I do, not what I say.
When I came back, seven years,
what are we 19,
so you know this.
My career has a really funny moment in it
which is when I went double down on Vayner.
Like September 2011 to like '13, '14
I was pretty quiet, for me, on the internet.
There's very little, if you look at it,
there's only the keynotes, there's like a couple things.
I was very quiet.
And then when I came back, I was more self-aware
and what did I start?
The Ask Gary V show.
Sometimes when I talk to Caleb or anybody on my team,
I'm the breakout personality
in the business space in the last couple years
while actively being a CEO and COO
of a massive company.
And when I talk to them,
like could you imagine if I was just Gary V?
Like every morning I would do a fuckin' morning show
from like 8 a.m. to 11 a.m. just Q&A
and you think I'm penetrating all the channels now?
It'd be over.
I'd do it every day.
It's my favorite thing to do.
Tea With Gary V.
Nice glass of tea, just put him on.
Call me, boom, boom, boom, boom, boom, boom,
clip, clip, clip,
Looked how pumped we get,
one of the reasons I did 4Ds was for the fuckin'
what did I just say?
like it's fuckin' good.
I can't wait for that piece of content.
The guessing, knowing, that fuckin' thing's
gonna kill on LinkedIn.
That's two million in the bank.
But I need to be asked.
It's hard to self start.
It's not, I apologize.
I'm really great at self starting,
that's why I was good.
It just I'm only going to say the same things
that I believe in.
The only time I do new shit is when I'm asked.
That's why I started
and if you know that about yourself,
make it a Q&A show, right?
- Which is so much fun.
- So fun especially when you stay in your,
the biggest thing I'll tell you, just stay in your lane.
I think a lot of people when they start Q&A
have a sense of like I'm an expert, I should have an answer
It happened yesterday, I don't know, right?
What was that?
I was pumped.
I don't know, nonetheless I was super pumped to tell them,
like I don't know.
I love that.
- [Man] I've been doing a Q&A with my photography
just before this and no questions.
I didn't have enough engagement yet.
So is there a certain time you want to start
and launch a Q&A?
- I'll give you a good one though.
For people out there who want to start a Q&A show
that nobody knows in the world.
Let's say you want to.
Go to Twitter.
Find questions that people are actually asking the ethos
and answer them.
By the way, by the way, that is the actual origin story
of Gary V.
Nobody in the world knew who I was
when I started Wine Library TV.
I went on Twitter, searched wine terms,
and answered questions.
Because I knew what I was talking about about wine.
Nobody knew that I knew.
- [Man] Got it, thank you.
- So literally, you should go watch an old
Ask Gary V.
I make the image from the question on Twitter
but you could do that with somebody
not asking you the question.
John in Albuquerque asked,
not me, but the world, so I'll answer it.
What should I do when my, you know.
How much time do I have?
- [Man] Officially ten.
- Ten more minutes?
- [Man] We could do five and then a picture.
- Okay, anything else?
- This is nothing, just my brand.
- Ask it anyway?
- Of course.
- So I just read
Titan, no, you were asked in a book,
Mentors, Tribe of Mentors.
- [Man] Ferriss.
- Ferris or Gonan?
- [Man] Ferris.
- I think it was Titans, right?
- [Man] There's two.
- Oh there's two?
- Two different ones.
- Timmy's a fuckin' beast.
He just writes.
- Let me tell you what you said.
You said you had someone that travels with you
that does personal training
and then body work.
- Yes, oh soft tissue work.
I'm doing it right now.
I don't know if you noticed what I'm doing,
- So the whole fascia thing.
- I'm literally doing it right now.
- So I want to know, 'cause I just entered this world.
- I'm literally doing it right now.
- Tell me what it does.
Because this has been brought to my attention
and I feel like I need it.
- So I don't really know.
But here's what I know.
If you continuously rub with a ball, with your fist,
with a fork on this,
there is a soft tissue, there's a fascia that is built up,
I have it so bad right here.
So I hurt back when I was a kid in the liquor store.
So what ended up happening was subconsciously
and I can see it in old videos,
I would do this.
And what happened was that became my actual posture.
And in that slight bend,
there's just a lot of gunk built up here.
And as I've learned to stretch out,
it's still here.
I mean, this fuckin' hurt.
And when I tell you,
here's the craziest part about this game.
Right now, if like, I'm gonna show you.
Sorry, I know this is
- You're welcome.
- Look at this.
Like I have to go,
like I'm literally bruising.
- [Man] Oh wow.
- What you don't know is how crazy this is.
I've now been on this for like three years.
And I've only discovered that I have more tissue stuff
to do around my IT band here, three weeks ago.
And I'm like poking and prodding constantly.
And you don't even
your brain doesn't want you to touch it.
This is real.
Your brain is keeping you away from it.
It's this crazy game.
I wish Jordan was here.
You're almost playing against yourself.
You don't even realize it's happening.
But there is literally places in your body right now
where you have fascia and soft tissue issues
that you have no idea that it's happening
and the second you hit it,
it like blows your mind.
- [Man] It like your psoas.
- Oh my psoas.
Dude, first of all, everything was fucked up on me
when I started.
All of it.
- [Man] You can really stretch out your psoas.
- The psoas is nuts.
The first, you know where it started?
The first thing that ever happened.
Jordan's very good at soft tissue work.
And he did it for baseball players
'cause they get a lot of gunk and stuff.
And I was doing something and he's like hey
and I almost jumped out of the gym.
You have to understand,
it's right here.
It's right here, right?
It's like in place,
it's not like some weird,
it's right here.
I have no idea what he's talking about.
He goes, huh.
I go, phew!
It was so fucked up, so tight.
Anyway, like there's a stick that he has
that's the best, the blue ball, like all this shit.
Like it's changed my life.
Actually I'm gonna show you guys.
I think I have a picture of it.
This is so crazy to me.
God I really hope I have this.
I gotta show you something that is almost
I'm gonna show you a picture,
yep here we go.
I'm so hopeful that I have it.
Okay here we go.
- [Man] Is this everything?
- Yeah, I showed it to you.
- [Man] Put it on the screen.
- [Man] Troy posted it a while ago.
- Really, you have it?
I think I might have it.
- You really have everything.
- Guys when I tell you that I'm so passionate
about you guys doing this.
it changed my life.
Let me tell you how.
I sleep better.
When I travel I feel better.
I feel better just second to second.
Way more than losing weight.
Way more than having muscles.
It's changed the way I actually walk
and maneuver around life.
I'm so in tune with myself and all this stuff,
but I gotta tell you,
I don't know how to explain it.
It is, shit I don't have it.
You have it, you finding it?
- [Man] I'll find it.
- Text Jordan real quick, he'll text it to you.
I just found the one.
It's so crazy guys.
This hurts so,
like I'm barely touching in between two ribs right now.
Anyway oh god.
So QL, I don't know how educated people are on this shit.
I don't even know if I'm using the right word,
but there's a QL muscle right here,
and I'm like it's still bothering me.
Anyway, what he's looking for,
you're gonna see a picture of me
when Jordan really figured out the biggest issue
which was my QL,
I had to do this.
And he said, okay, turn your legs like this,
put your hand here.
And then I want you to do this,
and I want you to go this way.
And what you'll see in the picture is
I go like this far and I wasn't even able to keep this hand
free, I used it to brace
and my face looks like this.
And now, what I'm able to do.
You know, like.
Like really able to go.
And I can have my
but this whole thing was so tight
that I wasn't able to even move.
Like I'm not joking, I really can't wait
for you guys to see it.
It's one year exactly apart.
I literally was like this.
And what's crazy is you don't even know it.
Like I don't know how to explain it.
You don't even know that's
because it becomes your norm.
Oh man, you found it?
Are you gonna throw it up here?
I'm so pumped right now.
- Does this tissue work have a specific name?
- Yes, structural integrative,
hold on, hold on.
- Dude on, I'm so fucked up still on my QL.
Fuck it hurts.
- I'll get it.
- This new spot is just not.
Dude I'm so pumped to see this.
You got it?
- [Man] Could we ask you a question while--
- Yes a hundred percent.
- [Man] Do you ever feel like you get like too famous?
- Look at this.
Guys, look at this!
This is me with all my might, trying to go to the left.
I'm going nowhere, hand support, dead.
One year later.
- [Man] Is that with the human garage?
- What's that?
- [Man] Is that with the human garage?
Did you go with him at the human garage?
- I don't know, what's that?
- [Man] It's just like some people out of Venice
they work on your fascia.
- No this is just, but one more time, scroll.
Think about that.
- [Man] Wow.
- And what you don't what that actually means
is things like, I got one,
when I now go for something,
I used to do this.
Oh actually, here's a good one.
Because how fucked up I was left to right,
when Jordan was like pick up a weight
and right hand, weight over here,
I would just do this.
But when he was like pick up that weight,
I would do this.
I had no range.
I used to, I mandate to be on the left side of the airplane
because when I would be on the right side
and try to sleep, this wouldn't stretch.
Like crazy shit that you would never think about.
It changed my life.
Another thing that's about to change my life is
I'm gonna send you this.
Dio, I want you to put this up.
This is gonna segue to my next thing.
Do I ever think I'm getting too famous?
- [Man] Yeah, like do you get too much to handle?
People stopping you?
- I can't stop it.
I like it too much.
It's the good outweighs the bad.
And not about the selfishness of
I like being famous.
It's that I feel too good when I'm changing somebody's life.
I can't replicate the high of somebody emailing me
and saying I was abused.
Guys, you don't know what I get.
- [Man] What are those.
- I have bought 43.
So listen to my hot take on this.
I believe that this is the number one
under priced card in the world.
Now you guys all know,
I hate Michael Jordan more than breathing.
I've never worn a pair of Jordans, I hate 'em.
But, this is the number one under priced product
in the world right now.
This is a Michael Jordan rookie sticker card,
not the regular card.
The regular card's 5,000 when it's graded a nine like this.
This is how they grade them.
They put them in cases and then they give them a
you can see the nine there, ten is the best.
This card is selling for like a thousand.
I started buying them a couple months ago
when they were 700, but I'm driving up the price
'cause it's just drying up.
But I think this card should be worth just as much
as the regular $6000 one
because there's just as many made of this
as the regular one,
and these are even harder to get good grades
'cause the stickers were even more awkward.
So I'm gonna buy them all, that I can,
I mean I have 67 or 47, I'm gonna try to buy 500,
there's probably hundreds of thousands.
And them I'm gonna tell my whole community
to go and buy them.
And then I'm gonna educate people on why
in supply and demand, normal non-emotion,
this should equally be worth $6000.
And I think it'll then go to $6000.
- Can I buy one?
- Yep, you can go on eBay and you should
honestly back to my whole game of like
people have no money and I'm trying to get them
a thousand dollars by flipping one dollar to this.
This whole sports card thing,
the reason I'm most passionate,
the number one question I have
that I do not know how to answer,
which pisse me off is,
hey Gary, I have $18,000 how should I invest it?
It's a tricky number.
Like what real estate do you buy?
Facebook, Netflix stock?
I really think that cards are gonna go up so much
and be so liquid that a lot of people
if they're really smart,
and I'm gonna tell them what to buy
after I buy a little for myself.
I'll be able to turn 18s into hundreds.
I think somebody can easily,
easily, it's scary to me how realistic turning
$18,000 into $100,000 in sports cards will be
over the next 18 months.
I really believe that.
- [Man] I have one of those Michael Jordan 24 karat gold
- No, no, listen, I have unlimited garbage.
I have so much garbage.
Everything you have.
Everything's garbage in that.
- [Man] I heard you mention about the Hakeem Olajuwon
is that longer term?
- That's a 30 year play.
I'm buying up all Hakeems 'cause I think Africa culture
is gonna be like a major,
I think China and Africa
Africa's the next continent to blow up.
And I think African culture and basketball's global
and Joel Embiid and Africa and Hakeem's a great one.
Yeah, very simply, I believe in 34 years
that I will sell a ton of my Hakeem Olajuwon rookie cards
that I'm buying for 200 bucks now
to African business men and women for $4000.
- [Man] Why do you think it's becoming so big?
Because the kids are getting back into it?
The new generation?
- Three things.
One, I think that 43 year olds are now at an age
where they have six and seven year olds that are into it
and we're playing the nostalgia play
the same reason G.I. Joe and Strawberry Shortcake
reboot every 30 years.
This is what we always do.
We want our kids to do what we did.
It's like a thing.
Two, sneaker flipping.