 Next question is from Riley Kavanaugh too. Did you have a business plan when you started Mind Pump that identified how you would like to grow your revenue? For instance, did you have a plan on how much you wanted to receive in advertising, map sales, and merchandise? Well, I love questions like this. Yeah, that's a good question. I figured you would. Yeah, I was just gonna add a question. You know what's interesting about this is that I'm gonna speak to one of the biggest, and this is all, of course, hindsight, right? Every time you have a business that succeeds, you can look back and see what worked and what didn't work. But what's interesting about this one, and I see a lot of people having problems, or challenges I should say with this aspect, is people tend to wanna plan everything out perfectly before they take the first step. They wanna have this elaborate business plan. How are we gonna do this? How are we gonna do that? Let's do this, let's do that. And that's, there's a term for that. They call it paralysis by analysis. Now there's nothing wrong with planning, but we did talk and plan, but really what we did was we stepped forward and just did it. And as the market responded, as the audience responded, as we started to see what worked and what didn't work, because those things are impossible to predict, we would mold and shift and shape the business. One thing was for sure, we started the podcast thinking to ourselves, initially, let's grow an audience and let's have some authority and let's provide lots of value. That was the most important thing that we, the most important thing that we put at the top when we first started. It wasn't until about a year later that we really started to talk about monetizing, but it was only because we had already provided so much value that no joke, we would get messages and DMs and emails from people asking us, do you have a program? Do you have a product? Is there something I can buy or invest in to support my employment? Has one really made the decision to start to monetize? Yeah, I think too, I would like to call ours an iterative approach. So like it was all about action in the beginning, but we've tried really hard to refine this process and get better in terms of organization and where everything's gonna be directed. I know Adam could speak to this like a lot more here in a minute, but that was like the initial bit is to not be afraid to pull the trigger just to get things started. And then you start to understand what it really takes to get things moving in that direction and then start cutting where you need to cut, start refining and fine tuning things as you go. I think that's just, for people that really plan and are organized, this is like nails on a chalkboard. And I get into fights with this, with people that I've worked with in the past all the time because in my opinion, I would actually like to put it out there. I would love to see somebody's business plan that actually followed to the T of what they're trying to set forth. I don't think that's ever happened in the history of business. So it's great to put down ideas and I look at that as an idea. Okay, here's an idea and here's where I'm centering my focus in terms of what I'm trying to accomplish, but you gotta know right away, you're gonna be throwing that right out the window. Timing in business is everything. There is tons of brilliant ideas that are poorly timed and never get off the ground and there's plenty of stupid ideas timed very well that explode. So when we started this, there was a huge need in the space and the market was ripe for it. The podcasting medium was growing rapidly. It was at that time becoming one of the better places it was just starting to become popular with advertising and we looked at all the trends. We saw year over year, the growth of it. We saw the direction of digital streaming media and where it was going. It was obvious that this was going to kind of replace radio in the future and we all knew that. Like there was, we talk a lot of times about the luck of the business and that we didn't have a plan, but no one at all disagreed with that. We all looked at that and all said, absolutely, this is where this is going. And then we did our market research which was listening to as many fitness type podcasts that were out there and nobody was presenting the message that we believe needed to be presented. So we filled a need. We filled a need at the perfect time and we were terrible. We were raw, but we saw the opportunity and along the way we have reiterated like Justin is alluding to the overall business plan. Now we are way more methodical and way more strategic about how we move forward. In fact, we have a three of five and a 10 year plan from here right now. But when we first started, it really was just that. And then what we did that I thought was great and that I think that worked because we're all on the same page is like, nobody got into it with this idea, okay, we're gonna build this business and then we're gonna charge this much. We're gonna make this much. We really first just wanted to prove that we were right about the first part which is, is it the right time and does the market need this? So let's put it out there. Let's see if the market responds and we are right about that. And then we'll figure out how we're gonna make money, how we're gonna scale and how we're gonna do all these other things. And so we took off and, you know, the audience growing organically was our feedback that, okay, I think we have something here. And then to Sal's point when we knew it was time to monetize when people were literally trying to give us money. We were getting, each of us were getting several DMs a day and emails of people that we had already impacted their lives so much that they felt compelled to give us money. And that's when every one of us looked at, okay, it's time, we have a real business on our hands and then it began. And then to the question about, you know, advertising I love talking about this because you wanna know something right now there is great timing in that right now. It's the Wild Wild West in podcast advertising. There's this bullshit CPM number that somebody posted on online somewhere or created out of thin air that all these podcasters just fall right into suit and just agree to. And you have all these companies that are getting savvy to, oh, wow, podcasting mediums are great place to advertise. And then they go and they just pluck all these micro influencers give them some bullshit CPM that they pay them. And then they make all kinds of money off of that. And they're asking for two, three X their ROI. And you know, because we did this and we had the idea of, okay, we are gonna provide a product ourselves. We don't need money from anybody else. It can grow slowly organically cause we had other things on the side. We allowed it to do that. And it also allowed us to not have to go looking for money anywhere else and to be very picky about who we work with. And then even when we decided to start working with people, we set the terms. Listen, we like your product. You like what we're talking about. Don't tell us how to talk about it. That's right. Don't tell us what to say. That's right. All these things we negotiated early on. And of course it was a little hard at the beginning. Boy, did we probably come off really cocky and arrogant to tell these people that are trying to give us money. No, this is how we're gonna do things. And we definitely probably rubbed some people the wrong way and we probably didn't get some sponsors because of things like that. But eventually, once we found companies that we worked really well with, we proved we showed the numbers that it was really easy. And now we're in a position where we are capable to turn away a lot of brands and really hand select the play and we court them for like six months. We talk or we meet or have lunch with the CEOs. We wanna know everything about them and then we want them to know us and like all about what our vision is. And now we are able to partner up with brands like that. And so, yeah man, there wasn't a lot of, no one sat down and drew up a formal business plan like we all learned in school and we didn't sit there and they're like, oh, we're gonna go this way and that way, yeah, it was definitely prove that there is a need in the market and prove that the timing is right in the market for what we have to offer. If both those prove to be true, we have something here. And then we start formulating. You know, again, looking back, we were generally, and we still are extremely flexible with what this is gonna look like. But there are a few things that were extremely inflexible and that was our plan. The plan was when we first started this was, and these are the things that have not changed and they won't change. One of them is we wanna provide tremendous positive value for fitness and health for the average person. We wanna help people in real impactful ways. We wanna counter the terrible crap information, the fitness and health space as trainers. This was very frustrating for us, watching clients try trend after trend after trend to try to get themselves healthier only to fail each time, only to become more disenfranchised and lose their zest for continuing to help themselves. We saw that, we wanted to counter that. So that's really, and we also wanna do this in a very real way because luckily for us, we all started this as grown men and none of us would have traded who we were for any amount of money. I think we got to the point where we mature enough and realize, look, I don't care how much you pay me, if I have to be fake to earn that, it's not worth it. So those things were not flexible, hard, set in stone. How we accomplished that, very flexible. If it's the podcast, wonderful. If it's written content, awesome. If it's how we deliver our information and we need to deliver it one way or another, totally flexible, I'll totally change that as long as it accomplishes those goals that are set in stone. So I think that's important if you start a business, say to yourself, what am I willing to be flexible on and what is hard for me? What is something that I won't be flexible on? And then move forward with that. I wanna share one more thing related to this question because I see it a lot and it's way off what people think. I was way off originally when the first three attempts that I had at starting an apparel line. And people always ask that, Mind Pump has several streams of income and merchandise is one of those. But it is so insignificant compared to everything else that we don't even pay attention to it. If you were to ask Justin, Sal and Doug right now, what we did in apparel sales the last three months, I guarantee they wouldn't even know what the number is. What's apparel? I feel like we get it for free. But it's the most popular thing that people in the fitness space tend to do is they gain a little popularity on Instagram or YouTube or whatever it is. And then they just wanna start this clothing line. And the margins are terrible and everybody who tells you they would wear your clothes never does. And they all want it for free or for cheaper. So there's like no money in it. We literally look at the merchant. I don't need any more t-shirts. Yeah, we literally look at the merchandise side of the business as advertising for ourselves. So as long as we don't lose on it and it at least like pays for the people that take care of all the packaging, the shipping, the creating all the shirts, the storing it and all the crap and keeping, as long as it pays for itself and covers us being able to give away our free shirts every week, that we consider it successful. But in reality, that thing makes us no money. It wouldn't put gas in fucking Doug's car. It is not a profitable way to build a business. And so if you're listening and you're an aspiring entrepreneur and you see so much of it on social media, these influencers that get popularity and then they want to start a clothing line and then they pretend like they're making so much money showing pictures of their car and all the boxes they're shipping out and stuff like that. We ship tons of boxes every single day and it's terrible profit. It's terrible amount of money and it's a terrible business idea unless you have got some great designer fashion background, right? And you may be the next Ralph Lauren or Calvin Klein then by all means, do your thing. That's everybody that starts a t-shirt. But if you think you're gonna buy t-shirts from China and logo flip and put your brand on a t-shirt and you're gonna get rich doing that, good luck. Very, very hard.