#82: Building A Team of Winners with John & Nineveh Madsen

Scaling to $50M+ in revenue wasn’t luck—it was culture, execution, and hiring the right people. In this episode of The Supra Human Show, John and Nineveh Madsen sit down with Ben Olliver and Dr. Taylor Waters to reveal how they built one of the most elite fitness coaching teams in the world—from just 3 employees to over 90.

They unpack what actually makes someone a winner (hint: it’s not potential), why they hire for attitude over résumé, and how culture is protected—not just built. You’ll learn how they identify A-players fast, manage ambition across roles, and lead with both vision and structure—without losing their edge or their people.

Whether you're a founder scaling fast, a leader hiring your first team, or just someone obsessed with peak performance, this episode will change how you think about business, culture, and what it really takes to win.

Chapters(0:00) Introduction(2:10) Defining A Winner(6:43) Hiring for Attitude(13:00) Lessons from Scaling to $50M(17:10) Evolving Team Structure and Leadership Demands(23:30) Behind-the-Scenes Leadership(31:30) Culture Fit, Trauma, and Curiosity(41:30) Autonomy, Boundaries & Trust(50:30) Vision & Why Supra Human Won’t Stop Growing

To learn more about Supra Human programs: ⁠www.suprahuman.com⁠

Follow us on Instagram: www.instagram.com/suprahumanofficial

Interested in joining the team? We are always looking for high performers to join our mission to achieve elite level performance in fitness, nutrition and mindset. View our current career opportunities: www.suprahuman.com/careers

Results may vary depending on your condition, starting weight, and commitment to the program.

Episode Transcript

(00:00):
Entrepreneurs that have, let's say, never worked jobs before
for people who go on to it playing in the NFL, like they
have extremely high belief in themselves, almost to the point
of delusion. But when you're talking about
hiring people to work within thecompany.
How fast do you think you can tell this person has got it or
hasn't got it? Pretty quickly if they start

(00:20):
talking about their past and howthey had a problem with their ex
company, their ex company did this.
I'm just going to be the next story in their victimhood.
But for the most part, I think. If you had to give with another
person who's maybe in like 2020 version of super 5 feet away
from gold and they're looking atlike, how do I build this team?
What would be your three pieces of advice to build that winning?

(00:43):
Team, I would say. I'm Ryan Stevens.
Doctor Taylor Waters, I'm Ben Oliver.
Welcome to the Superhuman show, Yeah?
What's up guys? Welcome to the Superhuman Show
with your host Ben Oliver and the doc, Mr. Taylor Waters.
And we are joined by the the team now, the Madison team, John

(01:08):
Madsen, Nineveh Madsen. So now we need to be on twice as
good behaviour. I've got sweat down my back
already and we haven't even started.
You like hesitated on that introlike you saw it for a second.
You're. Like I was, I was gripping the
mic, yeah. Yeah, you look more tense than
you normally do. Yeah.
My blood pressure's even higher.But no.
So today we wanted to talk aboutessentially building, building

(01:31):
the winning team that we've built so far.
I say so far because it's continuing to grow a superhuman
and really just picking your brains on what you feel a winner
is. How do you build a winning team,
What your vision was, you know, initially and kind of just go
into depth on all all things super.
So a good question to kick it off is what is your definition

(01:55):
of a winner? My, my definition of a winner is
someone who's relentless in their pursuit, right?
If they don't have the result yet, that yet word is very
important. At the end, it's somebody who is
heading down, headed down that direction.
They're playing the game of lifefor something.
And when we're looking for people to, to join this

(02:19):
community, it's like, I want this, this company to be that
Channel for them to express thatwinningness in their lives.
So, so for me it's, it's all about the, the mental attitude
really. Is would would you attach any
outcome to? Like does there have to be a
certain outcome for you to define someone as a winner?
Because you know, it's like we, we spoke about in the past, like

(02:42):
participation trophies, like everyone's a winner.
It's like, well, there's, there has to be a winner and a loser.
So like, would you attach like acertain outcome, whether it's
like evidence or an achievement that you would also kind of lump
in with that? Like do they have to get the
outcome to be the winner or are they just continually chasing?
Yeah, no, I mean, like some people that you, some people say

(03:05):
they're a winner, but there's noevidence of it.
And so just like anything else, the evidence has to be there,
right? And and some for, for some
though, right, like maybe, maybethe evidence isn't there yet.
You see somebody, you see something in somebody.
But if you take that person and they have tons of potential.
One of the things that my coach,Urban Meyer said to me one time,

(03:28):
and I've never forgotten it. He said, you have one of the
highest potentials I've ever seen.
And I kind of got this. I'm like a words of affirmation.
She knows this. Like, you give me a compliment,
like, I'll take that shit in. Yeah, yeah.
I'm like. And and so like I started to get
this smile on my face. And he's like, that's not a
compliment, by the way. That's the worst thing somebody

(03:48):
could say about you. And I was like, whoa, you know.
And he's like, if you have potential, it means you haven't
done shit yet. And so you can, you can see
something in somebody, but really quick you're going to
have to see the evidence of thatcoming to fruition.
Yeah, I would say to answer thatquestion, I was going to use the
word relentless, but pair it with execution because my

(04:11):
background is very different from John's.
So, you know, I've been an employee for so long before I
became a business owner, before I became an entrepreneur.
So for me, I really associate well with people who are doers,
you know, who actually know how to implement and do what they
say they're going to do. So I look for relentless

(04:33):
execution and consistent execution.
Then I know somebody is a winner.
So I, I can see potential in someone, but not until I see
that first. So I, I'm the style of leader
that needs to see the evidence first before I can believe in
your potential to become even more.

(04:53):
It's almost like this, this testthat you go through with me.
And I don't know if you guys have experienced that at all.
Like working with me. I, I'm just doing like a
self-assessment, answering the question of like, how do you
build a team of winners? What do I look for?
Because there are big talkers out there, you know, and, and
they sound great or they may look great on paper, right in

(05:15):
the hiring process. I'm like, OK, this all sounds
good. Let me see what you can do.
Yeah, it's show. Me what you can do in 30 days?
One of our coaches, Kodoni, he in his video application, one of
the questions we asked is what makes you an A star player?
And his video immediate he said,because I have the evidence.
And so and then he listed off just all of the things that he's

(05:36):
accomplished. And for me that was it's it's
that balance between confidence and arrogance.
And the difference is the evidence where if, if someone
has zero evidence to back up what they're saying there, it's
a combination of like arrogance and delusion.
And we've spoke about it's like you need some, you need some
kind of delusion because you, you're starting with 0.

(05:57):
And so you have to have some kind of like, you need to be a
little bit deluded. But then there's some people
where you're just outright, you know, you, you're just so away
from reality of what you think you're doing and there's just
nothing. I think it depends on the role,
right? Because when we talk about
delusion, entrepreneurs that have like, let's say, never
worked jobs before, like they have extremely high belief in

(06:21):
themselves. Or people who go on to achieve
like playing in the NFL have to have extremely high belief in
themselves, almost to the point of delusion, right?
But when you're talking about hiring people to work within the
company, that's not necessarily a great attribute to have.
Like you want them to have confidence And I'm going to use

(06:43):
a word that I don't use often, but humility because they have
to be willing to learn and admitthey don't know what they don't
know. And I look for that as well.
Like, hey, are they curious? Are they someone who likes to
learn and ask questions and kindof admit that they don't know
what they don't know? Because you can have someone
come in even with evidence, havehigh confidence, and then allow

(07:06):
ego right to get in the way. And it's like we, we all have
something to learn here. So even myself, I'm always
hungry and excited to see what, what don't I know?
So I can learn more because that's the pathway to growth.
So I, I look at different thingswhen, when I see extreme high
belief when it comes to hiring someone on the team that I'm

(07:26):
directly working with, sometimesit can become a red flag for me.
It's, it's interesting. I'm looking for a doer like
someone who really prides themselves on that execution,
you know, and, and showing, showcasing.
Like, look, here's what I've done, Here's what I've produced,
here's what I've created. I think that with with winners,

(07:48):
isn't it, it's like you might not have evidence, like there's
winners in context because you can be a winner in one lane when
you and you're losing a different lane, but that's only
because you haven't like to become a winner is a process.
You're not just a winner at the start of something because you
haven't developed any skills, nocompetence, nothing.
But it's like if you've got someone who can be a winner in

(08:09):
one lane, you know they've got the ability to become a winner,
whereas you can be a, a loser inevery lane.
So it's like then you've got no evidence that you can be a
winner at anything. But it's like, again, similar,
like with like the NFL, for example, it's if you can get to
the NFL, you've obviously got evidence to show that you can do
something. Well, OK, so now I've got to

(08:29):
take the attributes that got me to the NFL and I need to apply
them down a different pathway and then pursue that.
And that's where it's like, you can sound delusional, but you've
built confidence in your ability.
It's just in a different field. But it's it's it's the same
process. It's I'm not good at something,
but I'm going to, there's commonthings like I'm going to look at

(08:50):
people who have done it already and I'm going to ask for advice.
I'm going to accept the fact that I'm not great and I'm going
to look to get better. I'm going to plan and I'm going
to monitor data and things. And there's all these things
that they'll get you good at onething and you can just take the
same skills, move it to the nextlane and become a winner in a
different lane. So it's like, although you
might, someone can sound a little bit delusional, but it's
like, but if they've got evidence, even in a different

(09:11):
field, take the same skills, move it elsewhere.
No different than picking a partner.
Like when I picked him, I was like, OK, who's the guy?
And then I want to marry and I met him.
Obviously he's a really good looking guy.
Yeah. Thank you.
I said. I said words about affirmation.
He's hot. He has ABS.
I was like, you know, at least if we're gonna argue like this
literally was my thought process.

(09:32):
I'm like, he's hot. You know, if we ever get in
fights with we will, you know, as a couple.
I could just look at him as ABS and be like, well, at least he's
hot. Always going to fall back on the
hot body and the good luck. Is a is a, you know, great
advertisement for guys that if you have ABS, everything's
easier. It's a it's a little bit.
Easier. Equal.
But life. Easier it wasn't.

(09:54):
Enough. Then he shared that, yeah, he
had played in the NFL and at that time when we met, he owned
a gym, which he was then shutting down.
Like literally we were going on our first date and he's like,
oh, by the way, I've got to close the doors to my gym.
Oh, OK. But But what we talk about that
evidence, I'm like, he played inthe NFL.
Like this guy is a winner. That's all.

(10:16):
I know he's a winner. So if he's one before there, I
know he can win again. Yeah.
I. Think it's that like it's that
belief that kind of comes with that delusion because I would
say like I align probably much more with your mindset.
Like I'm very data-driven, kind of evidence based, look at
competence and evidence and those kind of things for the

(10:37):
creative role that you have, like the dream, you have to have
like some level of delusion. And my brain just doesn't work
like that. So all I have to do is believe
in you. And I'm just like, he says he's
going to do it. And it's like looking at the
track record again, I'm like, where's the evidence?
And it's like, well, you know, said he was going to play in the
NFL. Odds weren't in your favour, but
you did it, you know, And then it's like, we're going to build,

(10:58):
you know, like hit 50 million. And you know, if you told me
that in, you probably did tell me that in 2021 when I came on
board and I'd be like, well, like, I don't know where that's
going to happen. But you, you're so adamant that
it is. And now here we are in 2025, and
it's happening. I'll tell you this, when it came
when it comes to business, it happened in layers, right?

(11:20):
I wouldn't even have believed in50 million back in 2019 because
I was, my goal was 1,000,000. And so I remember like
struggling in business from 2010to 2000 18 essentially.
And I just had this conversationbecause I had to get on the
phone with the IRS and was on hold.
And the ladies like, what was your income in 2019?

(11:41):
I'm like, lady, I have no idea. Like 400 grand.
And she's like, no, I need to know exactly.
And they were going through thisverification process.
And so I'm like digging through records.
And in 2009, 2019, I think it was like 291,000 bucks.
And I went, wait a minute, I wasmaking. 180 back then, but now

(12:05):
like now we have days in the company, you know, and it's not
all profit money's in, money's out.
But we, there's multiple days every month that are over 200
grand a day and it's like 2019 to 2020.
My, my dream was 1,000,000 bucks.
I remember celebrating New Year's because I'm like, we need
to do X amount of dollars to hita million on that day.

(12:28):
We hit 987,000 for the year. So we missed 1,000,000 bucks.
And the fourth quarter was like the ramp up because we were a
mile away from it until like October, November, December.
So I'm like, you know what? I'm just going to chalk that up
as a win. Let's go down to the watch
store. We went into Breitling at
Scottsdale Fashion. I'm like this is our $1,000,000.

(12:48):
You know Dill, we had to split the 2 watches, one for her, one
for me because now if I buy something, I got to buy her
something. It's, you know, it's double
expensive team. Yeah, yeah.
But but we had to split the credit card to because we the
balance wasn't. Big enough?
Yeah, yeah. The bank was like, what are you
guys doing? And these watches weren't like
these ones. They were different.
They were, you know, it, it was not that expensive, but that was

(13:10):
a million. Then I'm like, well, if we could
do a million, my next goal was 10.
So I like 10X the goal and I didn't really believe it in that
year, the very next year. So we went from one to like 3,
which was pretty great. 3X is good, but it took me a couple
years to believe in the 10. And then there was like an

(13:31):
unlocking that happened from 10.I knew we could do 50.
And so, you know, I couldn't have told you back in 2020 that
we were going to do 50 because Iwouldn't believe it myself.
But something happens when you continuously put the like put
the hammer down right and you achieve things.
It's like all of those little layers become evidence of you

(13:52):
being able to do something. And now like the the tops blown
off. Now I can think of 250 million
and be like, we're going, who's coming?
Yeah, I can think of beyond thateven, But a lot of it is for me
the experience that I had beforejumping into Superhuman full
time. So being a corporate executive
and being part of a company thatactually went around the same

(14:15):
range from when I jumped into Supra, watching that company and
being part of the growth and allthe strategy and all the
implementation and saying, oh, that that's how you scale.
That's all when I say that's allyou need, right.
But there's like specific formulas that you have to use in
order to create the pathway or the enablement of that

(14:36):
scalability. So because I had seen it and
experienced it, I too knew it was possible.
And then jumping into the company, I'm like, Oh my gosh,
like we have an incredible product.
And I always call it a product, but it's a service.
And I get that because my experience isn't SAS, but we
have a phenomenal service, whichwhich speaks volumes to you guys

(14:59):
as coaches. I'm like I I can't even.
Believe it. Yes, you.
Guys are amazing. You're everything.
But seriously. You're you're the heartbeat of
the company, right? But when you have a phenomenal
service and you have a product that has proven viability in the
marketplace, that's just like business talk.
Sorry, can't help myself. But you prove you've

(15:21):
essentially, Yeah, you've essentially proven somebody will
buy it. That's what that's what I'm
saying. Someone's willing to buy it and
more than one person is willing to buy it.
And you've been able to replicate it enough to go to
1,000,000 to 3,000,000. I'm like, OK, that means you
have something here so we can get to 10.
You got to figure out how to getmore of it, like more of the

(15:44):
share of the market in terms of like marketing, Right.
Did. You have just you you were
saying that and like we were having a conversation about
winners and it's like you were awinner down one Ave. like in
your own world, you were a winner.
And again, it's the same thing. You just took the same skills.
You know, I've got these skills and I can move them over now in
this fitness world and become a winner.

(16:06):
I. Doubted that.
I didn't know if I could. I didn't know even though I had
the evidence here. Now I'm going to a different
industry, a different company with my husband.
So now I'm dealing with the mental aspect of like a, what
are people going to think about me is just the wife got hired.
Like those are all the thoughts that are racing through my mind

(16:27):
just to be, you know, transparent.
And then wondering, like, if whatever I implemented, you
know, over here would actually work here because I, you're part
of that process where just even implementing like ACRM was like,
we all wanted to RIP our hair out.
Yeah. And the multiple agencies we
went through. It's a really interesting kind
of because that was kind of my next my next question, and I'm

(16:49):
sure you'll probably have slightly different answers, was,
you know, how or kind of what kind of team did you visualize
when you when you realize the potential of of the product or
the service, You know, when you were thinking about the 10
million, you know, like what kind of team did I kind of
visualize to have? Because I think yours would have

(17:10):
been slightly different because you were looking at it of like,
well, I've seen what kind of team is necessary to scale.
Let's try and mirror that and kind of tweak things.
Whereas you were probably operating more from a like blank
slate of like, what kind of people do I want and what's it
going to look like? But I'd love to kind of hear
your thoughts on what you initially thought that was that
was going to and if it has it panned out the way you thought

(17:32):
or better or worse or different.Yeah, there there was, you know,
there was in that time frame, itwas really difficult because she
came from this knowing with her experience at another place and
they had a lot more money for budgeting and for hiring and
stuff like that. So for me, like what got us to a
million was not going to get us to 10.

(17:54):
And I had to learn that, you know, that's a painful, that's a
painful thing because you have people in the beginning that
are, you know, they're doing part time work and they have
their other thing, but they're helping you here and you're
paying them as much as you can, but you don't have a lot of
revenue to invest in the people.So you're just like
bootstrapping that stuff. And so when she came on board
with all of her, all of her decisions, everyone says like,

(18:14):
I'm the visionary, but she saw something and she had this huge
vision and she's like, we need X, we need Y, we need Z.
And there was a turbulence because I'm like, I'm trying to
make this money. She's spending it on stuff that
I don't think we need money. And I'm like, and so she's like,
we need this position. I'm like, we don't need that
position. Typical life.
I'm like, we can do like we can do that position.

(18:36):
And so there was a big battle for, you know, for a long enough
period where I realized that thepeople that got us to 1 wasn't
going to give it get us to 10. And then if we wanted to go from
10 to surpass 50, there was key positions that we were going to
need. And some of those positions are
expensive positions. And we want everybody to win in
the company. And so, you know, the team has

(18:57):
evolved as you have seen, because you were there right
from the beginning. And to answer the last part of
your question, it's way better than I could have ever imagined.
Like I have no under operations and all the stuff behind the
scenes and all all of that techies like that's her world
and she's built a phenomenon, asyou guys know, phenomenal team.

(19:21):
That is a team that doesn't get a lot of the credit right.
Like the the the people that we changed their lives.
They know the coaches were a bigpart of that, right.
The sales team had to get those people to make a decision.
So often times the sales team gets credit like, hey, you know,
Grant, thank you for making me, you know, for, for getting me to

(19:43):
sign up, right. But first impressions are
important. Like if we fumble the ball from
the time we sign a person up to them even meeting the coach,
it's like there's a million things that goes on in the
onboarding and the stuff and andyou know, not to mention all the
data that we need to make the company grow where.

(20:05):
All of that stuff is often thankless because nobody sees
it. And I told her the other day,
I'm like, you know, the hard part for you is if you do your
job to the like the best of yourability, nobody's going to
really give you credit. Nobody's really going to know.
You're like, you're like the at the end of the movie, all of the
graphic designers and clothing and and props and it's like.

(20:26):
And the movie wouldn't, but it'slike you wouldn't.
Like you wouldn't have. The whole thing, yeah.
Yeah, and I'm like, and I'm and I'm like the actor that's
holding up the Golden Globe, like, yeah.
And so you know, that's hard because that's that's part of a
great business. You got to have both parts and I
think. That's the CEO role, Yeah.
It's like recognizing that I'm supposed to focus on what the

(20:49):
problem is. So imagine if if think if you're
not hearing from me, you're doing great.
Yeah, yeah, yeah. You know, if you hear from me.
Like. You're on my mind for a reason
and we're going to have a conversation.
But that's because I'm looking for, OK, what are the issues in
the business? What hasn't been built?
What have I not mitigated from arisk perspective?

(21:10):
What am I not thinking of for from a scalability perspective?
I'm thinking of all the things that we need to do now to get us
to where he says we're going to go.
You know, if he's saying 250 million, all of a sudden my
brain goes into like hyper mode,like just start thinking of all
the positions, all the people, how I'm going to structure

(21:31):
things. So I really think in like
business architecture terms, I think what's important to know
about building a business and scaling a business, right, is
that you need the front end and you need the back end.
And they both rely on each otherand 1 isn't any more important
than the other. It's a symbiotic relationship.

(21:52):
So you know, the coaches are thefront end, the marketing is the
front end, right? But then you need this entire
back end infrastructure and teamto help support and enable that
from a growth scalability perspective, right?
And even the, because it, I think initially again, whilst we
were putting everything in place, even like the coaching

(22:13):
and the sales almost operated like in silos.
And there was this disconnect oflike, what are you guys saying?
What are you guys saying? And it's like, we could never
like get it on point and now andlike we were good with OPS,
sales are good with OPS, but it was still this like this broken
bridge. And now it's like perfect where
we're completely on par with exactly what we're saying.
Like we know all the sales guys,the sales guys know the coaches

(22:35):
and it's it's way more cohesive.But a question for union of our
because I'm and we we spoke about this on the last episode.
Kind of do you get like FOMO, like fear of missing out in this
in the sense of like being in the background?
Because I do like 'cause like you do the.
Coach's power. You know, like I see the winning

(22:56):
streak and I'm like, I got no clients.
Like it's like Ben I'm right now.
You know how I feel, Ben. Yeah, yeah.
And so it's like Ben, like, you know, I'm like, I got like
beaming with pride, but I'm justlike, I got no pictures to
share. Like, and it's like, you know,
and I'd like, you know, Jose does coach office hours and does
a phenomenal job there. And it's like cool, not needed
on that. And it's like power hour cool
running well and and I'm almost in the position now of like you

(23:17):
are where where are the problems?
One of the. Largest.
Yeah. You're running one of the
largest departments in the company, right?
You, I mean, you are running thelargest department in the
company, not one of the. Yeah, I want to correct myself
there because you, you need to recognize what you've built too,
right? And I saw that in you.
I was like, Ben knows how to replicate himself.

(23:40):
Interesting. Get good mates, yeah, yeah.
Yeah. He's hired as he's hired as
besties, hired my best friends too.
And what's really tough is you were involved with the team.
And so this is what happens whenyou start to build and scale is
you get involved, you have that team camaraderie, but you

(24:02):
intuitively know in order for this to grow, I need to fire
myself from this specific task or this specific role that I'm
doing and I need to play someoneelse there.
Now I'm going to have to be OK, not getting the credit for that
thing, not getting the adoration, not getting the
Hooray. And so there can be this thing
where it's not FOMO, but you begin to feel kind of left out.

(24:25):
Maybe I'm just speaking for myself, not for you.
Like, oh, I feel left out. I'm does anybody see me?
Hello. Yeah, it's even like the like
the like the elite events, like we got this weekend.
It's like all of the clients that aren't my clients.
And it's almost like I feel likeI have to introduce myself, but
you probably don't know who I amlike at this point.
Whereas previously it's like thefirst event.

(24:46):
It's like, oh, of course, I I was on the calls every week.
Whereas now it's like, who are you?
I think just a guy, just a guy in the background, every
security. Everybody wants to be rewarded
and recognized. That's just like a human need,
right? It's human nature.
So I think like with you, OK. How do we make sure that Ben is
still visible, whether it's hosting the Superhuman show, you

(25:09):
being on all the onboarding. So when somebody is onboarded as
a new coach, they know you're the boss, right?
It's. It I mean like.
I've I've had it's going to feeldifferent.
Yeah, like I've, I've gone through the FOMO now and I've
kind of just like accepted it. And so it's like, I'm not, I'm
not necessarily looking for likethe public recognition now or
anything, but it was just a weird limbo of like, you know,

(25:30):
everyone's like great call this week, guys.
And I'm like, what did you say? Like was it, was it good?
But it's just, but like, but again, exactly like you said to
put, you know, like Taylor in his position, Ryan and his Jose
and his, it's like, it's allowedme to then go like, right.
What's the big problem that we've got like, and I can
actually start focusing on it rather than like, Oh shit, I
need to do that call when you kind of just spread over like 20

(25:52):
different things. So it's it's allowed a lot more
focus, which is which has been awesome.
So. Let me jump in quickly.
I got a question because I was just thinking, and it's for all
three of you because you've all been part of building the whole
like when you think of superhuman, like I'm so
confident in saying that it is the best fitness coaching
company on the planet. Like I, I've been in this game

(26:13):
for that long and I've never seen anything that even comes
close. So you've all played a role in
building that. So I'm like you've hired, you've
hired, you've hired. So what are when you're looking
to build a team of winners, whatare the non negotiables that you
look for in an individual beforeyou think about bringing them on

(26:34):
board? You want to get?
Yeah, you go. I'll, I'll say for me it's
attitude and mentality one, right?
Like if you have a person and I,I am a student of language, so I
can have a conversation and I can hear patterns and it like
jumps out at me. If a person doesn't take
responsibility, has a victimhoodmentality, they can't work for

(26:56):
me. They can't work with me, right?
That there's, there's certain red flags that like jump out at
me. And so for me that that comes
out in language. So if you have a simple
conversation, even, you know, part of our process, application
process, people submit a video, we ask specific questions and
you get to go through them. It's like you can tell a lot by

(27:18):
the way a person talks what theysay, what they don't say, what
they allude to, what the presupposition is.
And for me, like that, that's been a skill that's been very
much developed. I'm fascinated by human nature
and human behavior. And so for me, it's this, this
mentality. And do they have a winner's
attitude? And if they do, that could at

(27:40):
least get them in the door to see if they can grow.
If they don't, that door shut. Sometimes you make mistakes,
right? I, I've had to take a time out
on hiring people in certain roles last year.
I'm like, you know what? I'm going to sit out.
I'm going to fire myself becausebecause there's, you know, you

(28:00):
make mistakes sometimes and the and every time you do, you look
back. The red flag was there.
You chose to ignore it because they had maybe another attribute
that that you crossed your own, you know, right To be like,
yeah, maybe I can help. Maybe I can fix.
That it's like the the crazy Hulk girl.
Yeah, I can deal with. That and then you can't and then

(28:21):
you know, right. And so you, you make like, I
make mistakes. I've made a lot of them.
I'm not immune to them. But I think that unequivocally
for me that the number one thingthat I'm looking for is
attitude. And how fast when you have a
conversation with someone again,sometimes you get it wrong, but
how fast do you think you can tell this person has got it or

(28:42):
hasn't got it? Pretty quickly, right, if they,
if they start talking about their past and how they had a
problem with this, their ex company, their ex company did
this. And it's like really quickly,
I'm like, I'm just going to be the next story in their
victimhood story. And so sometimes people hide it
well, but for the most part, I think, you know, if they get
through the the video portion and then if I had to take one

(29:03):
interview, I would pretty much know, but I there would be some
mistakes there too. Lack of account of
accountability isn't it when youwhen something goes wrong and
the person always blames it on an ex journalist?
Nothing to do with themselves. It's such a red.
Flag. It's like.
They they take no accountability, which is why
they never get better because everything that goes wrong is

(29:24):
someone else's fault. So they're never going to look
at themselves and be like, I need to become better at this.
It's like they're just going to oh, well, it was them.
It was there, it was the weather, it was the wrong day.
It was. And it's like, OK.
Yeah. And then the last thing there
too is like, everybody has a different amount of ambition,
right? And that's the other thing I'm
looking for because like, if youlook at my ambition, it's like

(29:44):
the room can't fill it right? That this the city can't fill
it, right? But when people want to work for
this company, it's like gauging their ambition level because
some people's ambition is just going to be like, you know what
I need? I need this job.
I want it to be a career. I want to put food on the table.
And, you know, I want to, you know, not have to worry about XY

(30:05):
and Z. And it's like that that's the
start and end of their ambition.OK, cool.
Like we have a role for that. And then other people might have
bigger ambition. And so it's like really trying
to identify the people who have big ambition.
They want to win within the company.
It's like, what are what are some things that they can do to
add to the bigness of what we'redoing?

(30:25):
And can I can I create somethingright.
And I think that's probably the hardest part as a business
owner. It's like recognizing
everybody's ambition and and making room for all of it,
right? So.
That's why we have to think so big.
We can't be limited in our thinking as business owners
because then we limit the growthof the individuals that you know

(30:49):
are joining us on the team and on the journey.
And so I think, John, what you do a really, really good job of
is trying to figure out how can I get this person to win even
more. And so then that's where the
different ideas are coming in. Like where else are we expanding
into? And like we talk about the
different people in the company.We're like, oh, where what?

(31:11):
You know, I think people don't realize that we're talking about
those things behind the scenes. You know, how can we figure out,
you know, this person's winning already, but like, where's their
ambition and how can we help them grow even more?
We have to think really, really expansively.
So, So what attributes would youlook for 'cause obviously the,
the I guess the type of roles that that you would be looking

(31:34):
at are slightly different. Totally different.
So what? What are you looking at there?
I'm not looking for ambition. You better have no.
Ambition. And if it's there, I'm going to
crush it. No, it's funny because here's
how I will answer that. I'm looking for people who have
a level of OCD. No, it's, it's good.

(31:55):
I I like the kind of quirky, like the, the weird traits that
you're looking for. I'm looking for.
Some weird traits because if youknow the people that you know
are behind the scenes, they are orderly, you know, they're very
meticulous, detail oriented, they're calm in the storm.
So they're not very like jumpy, you know, with emotions, they're

(32:16):
just very even keel. So I'm looking for that like
obsessive nature, very detail oriented.
I personally love to hire women,not that you know, love men,
right, but you need that balanceto within the organization as
well. So when I first stepped into the
company, we, we didn't have a lot of women that worked in the
company. And I'm like, look, there's
skills and attributes and characteristics that women have

(32:38):
even naturally that can be very advantageous to the growth of
this company. And so, so I look for women who
are hungry because most women are very ambitious because
they're hungry to prove themselves.
So it's not necessarily just about, oh, I want to go be an
entrepreneur because I'm like, hey, maybe someday if you want
to be, But you know, I'm not looking for someone who wants to

(33:00):
go be a me necessarily because then it creates this adversary
relationship. And I've had that happen to me
before. I'm like, Hey, I think it's, I
recognize that you're entrepreneurial, not even you,
you're not even OK with being intrapreneurial.
So you need to just go and go doyour own thing and go on your
journey and it's OK, you know, and let me figure out what I did

(33:21):
wrong as a leader that didn't help you see the growth
potential you could have had in this company.
You know, maybe I didn't articulate that well enough, but
circling back to that OCD levelsbecause I operate a certain way.
So I look for like key things, just very silly things like how
do you communicate? How responsive are you?
Like, if you don't respond to mefast enough, I mean, you can ask

(33:45):
this guy it it really frustratesme and bothers me because I want
to know I can depend on you. But going back to, and I'll end
it on this with with women, I think women want to prove
something. So I love to hire women because
they're hungry to prove themselves in the workplace to
their partners, to the world. And so they've got this chip on

(34:06):
their shoulders that I don't think a lot of people realize
they have. And so I'm like, they're going
to be hard. They're hard workers.
I've never met a woman that isn't a hard worker and that is
detail oriented. Yeah, right.
So that's what I look for. That's a very intrinsic drive as
well, isn't it? If someone wants to prove
themselves, the salary doesn't matter.
It's like, it's not like, oh, well, if I'm going to need you

(34:27):
to have some trauma, it's like whatever the salary is, I'm
going to prove myself anyway. Yeah.
So like that internal drive is, is such a great trait in
someone, isn't it? Yeah.
Yeah, trauma is the other thing I look for, like there's some
kind of trauma level. PTSD.
Yeah, some solid PTS, but, but it's connecting on that level
because, you know, it's like what happened to you like to
hear those stories because I'm like that articulates into this

(34:49):
specific skill. There's a superpower there.
I always say you can turn your trauma into triumph, you know,
So I I look for that as well. Like did they have some kind of
adversity in their life? Yeah.
I think like attitude is is a big one that I look for.
Like aptitude is another one in terms of just like com
competence, like, you know, do they do they have an aptitude

(35:11):
for it? And then I also look at the, you
know, what are their goals, you know, are they more of like an
entrepreneur? And I also look at kind of where
their priorities are. And really I'm looking at kind
of red flags rather than green flags.
I'm looking for reasons to not hire you.
And it could be something, you know, and by no means am I

(35:32):
saying like prioritizing family is wrong or bad or anything.
But if it's just how something is phrased, where in my head
it's like, so am I going to haveto compete to get your
attention? If every time your kid is doing
anything, which is going to be every afternoon, you're going to
be like, oh, sorry, I was doing this.
It's like, that's going to piss me off.
And it's like, I'm not saying you're wrong for doing that, but
you're just not right for this role.
And so I'm kind of looking at atthose things, but how how they

(35:55):
speak about themselves. I'm looking for like a team
player. If it's like I this, I that,
then I'm kind of, again, becausewe're a big team and we operate
as a team. And then the other one, which is
I only really kind of see in theinterview is because a lot of
our coaches have been running their own businesses from day

(36:16):
one and they've not worked for someone.
So it's almost like, how do you deal with conflict?
How do you deal with someone telling you what to do?
You know, how do you deal with following something which
doesn't necessarily align with like an underlying belief or
philosophy that you have, but it's also your job.
And so it's like, maybe you don't believe in this

(36:36):
supplement, but as a company we do.
And so you're like, are you going to get along with that?
Are you going to be like, Nope, don't like it?
And I kind of look for those things.
And it's like, sooner or later there's going to be this.
And I can just avoid that right now.
And I'm just like, no, but again, you make some, some
mistakes. But overall we've we've we've
nailed the coaching department so far.

(36:58):
But just it is a really weird one because we were talking
about it just now. It's like you just have a gut
feeling sometimes. Yeah, where it's like, if I
don't get like the warm fuzzy feeling or my gut doesn't feel
right, I'm like, Nah, but. You have to vibe with the
person. Exactly.
And like, sometimes it's like, it's nothing they said or like,
you know, their resume is good, but I'm just not feeling it.

(37:18):
And it's like, I, I can't see you working for us.
Like in that, like that vision, whereas, you know, all the
coaches that we've got, I'm like, you know, looking at them
in my head of like in a super T-shirt on boarding, like can
you manage like, you know, 80 clients?
And are you going to be, you know, talking how we want you to
talk and all these things? And I'm like, I can't see it.
And then so I'm just like, Nah, like it's just not not worth it.
Well, that's. One thing how you've, you've all

(37:40):
played a role in maintaining phenomenal culture whilst the
company has grown super fast as well, which is really hard to
do. You know, if you're a team of 6
and you've got good culture between a team of six, it's
like, OK, great. But like, well, the coaching
staff since I've been here has gone from like 8 to 50.
Yeah. So it's like that.
And that's so fast. And then you've got the

(38:01):
background stuff as well for. 96people company line as of air
date. So it's like, but how you, it's
those decisions you're making there with like, do they do I
vibe with them? Is there just this like
connection that we get? It's those types of decisions
which are quite hard to make. It's like because you can't give
them a reason. It's like there's not nothing
that you've done or nothing, nothing with your like

(38:24):
qualifications. But if you can, if you get that
vibe with someone and the energythere is good and you keep that
in mind every time you bring in someone new and it's can they,
are they going to gel and keep this culture rather than just
bringing in people? Resume is good, resume is good,
resume is good. And now you've got a team of
just people who don't align, whodon't, but they all got the same
qualifications and they're all qualified to do the role, but

(38:46):
the energy is as off. Culture like you nailed it.
That's it. Yeah.
I think as well, like are they going to get along with people
in my head? Because we have like, you know,
we're quite dry, quite sarcastic.
And you know, a couple of the interviews, it's like.
I like. I'll almost like see, I'll like
make a dig at them and see how they take it and if they laugh
it off and kind of play it off and oh cool.
Like they can where if they almost get like offended or make

(39:08):
it awkward, then it's like you've got no chance with our
coaching team because it's like we RIP each other, no.
You can't. You can't get offended easily
and work in this company. There's just no way.
No, no, but it's such a good like when I open my my Slack,
it's like you almost like look forward to opening.
Yeah, yeah. I wonder what's in here today
when you're looking. It says it makes it so.

(39:28):
It's such a fun company to work for.
Such a fun company. So what was that?
Because I know when, when we initially, you know, met,
obviously you were, you were a client of mine when I was with
TKN. And then, you know, you, you
were like looking for that head coach role because we really
didn't have like a interview. You know, it was, it was like, I
like, you know, shot your message on Instagram being like,

(39:49):
well, that was good. And then we jumped on a call.
But like, what, what was it? Because we, you know, we
probably spoke like 3 times thatyear, you know, in, in a couple
of texts with the, with the coaching.
But like, what was it at that point that you were like?
Was it, was it a case of like he'll do or like?
No, I've just got good vibes about this person from one cool
like because I don't know what you saw, you know, in it neither

(40:11):
door. Words of.
Affirmation. Yeah, the.
Yeah, you know, it, it started to get hot real fast.
And so up until that point I had, you know, one or two other
people just, you know, part timehelping on the side and, you
know, doing that whole bootstrapthing.
And then when the marketing started hitting, like I was
doing the marketing and then I like if someone came through the

(40:35):
marketing funnel, I was doing the sales console and then I was
doing the on the sales console, they could choose to get coached
by me. Yeah, they could get coached by
me or they could work with someone on the team.
And once that calendar started to pop, I was juggling balls
like, you know what I mean? Like I had 10 balls.
I was trying, trying to juggle at the same time you were

(40:56):
coaching me at the same time we had developed a relationship.
I put out there like I'm lookingfor some coaches to add to the
team. In my mind, I'm like, I got to
get banned. But you know, you were with you
were with another company. And when you came on, I had no
idea at the time, like you wouldhave had the ability to create
this. Yeah.
Yeah. You wouldn't either, right.

(41:17):
I mean, you couldn't imagine if nobody's ever done it right.
And so in the early days, you know, it was you and a couple
other coaches. But really quickly I had a
leader there. And in my way, I was like, you
take care of the coaching. I'm going to go market my face
off. And I don't want, I want to be
able to sleep at night because like I, I, I'm a person, like I

(41:40):
can't sell shit that I don't believe in.
And I knew that we were headed down a direction where I was
going to sell a product that wasn't very good unless I
started to get really good people.
So you took that department, youran with it.
I could go to bed easily, sell my face off.
And then it was just this escalation and you know it was

(42:01):
we're all blessed that it took as long as it took.
I mean to an outsider it's like you guys ripped.
But if if you look at the past 24 months, we went from 3
million to 26,000,024 months, 3 million to 26.
But after Q1 of 2025, we're projected based on Q 1 / 50

(42:22):
million. So within a, within a, you know,
a three-year period going from three to over 50 is crazy.
But the period before that wherewe, where we went from 1:00 and
we were just kind of grinding our way through.
It gave us enough time to learn,to grow, to get, you know,
Nineveh was able to come on board, you know, and help us

(42:44):
with, you know, the scale. We all needed that time to get
to where we are now. I had no, like, like we said,
you wouldn't even have been ableto believe you were managing
this many coaches and doing whatwe're doing.
I couldn't really believe it, but you were the perfect person
for the role. The leadership we have on the
coaching staff is phenomenal that you've you've built a a

(43:05):
coaching organization that is the best in the world.
I knew you could do it. So I want to, I want to share
because from behind the scenes, right, this was all happening.
I'm watching him do this and he had mentioned you.
Ryan was my coach at the. Time, that's the thing, because
we really didn't speak. We never spoke, but he was like,
I'm thinking about, you know, grabbing my coach and I, I, I
heard him talk about you all thetime.

(43:27):
I love Ben. He's great.
He's the best coach. I did not.
Behind the scenes, he was like at home, right?
He'd be like, he's so great. He's like the best coach.
I'm like, Oh my God, enough already with this love affair
with Ben, right he. Looks like a sweet he.
Had a lot of hair back. Yeah, and Ryan was my coach too.
So when he was thinking about it, I mean his his idea to say,

(43:49):
should I grab them? You know, and I was like, yeah,
absolutely you should. I'm like, I that's the key.
That's the answer. Because I'm so process oriented
and I was coaching with Ryan. I could see the process that was
happening at this other company.And I'm like, I just intuitively
know that him and him, like Ryantoo.
I'm like, if you grab both of them because they seem to be

(44:11):
friends and maybe like, Ben's a manager and then Ryan reports to
him. I don't know.
I was like making this stuff up in my head.
But I'm like, if we grab both ofthem and I think you can scale,
like my head is always in that place because I knew at least
you knew what you were doing enough to be in another company
that was managing quite a few clients at the time.

(44:34):
But still, like, from my perspective, it's like it's
always scary at that point to it's like, if I, if I pull these
people, like I got to make sure that they have like we have
enough business for them to eat,you know what I mean?
And so in the beginning, when you don't have a bank account
full of money, it's like somewhat of a gamble.
That's a scary thing to like really be like, hey, come, come

(44:58):
work for this company and you'regoing to be taken care of
because we didn't have the demand side that we have now.
Now, now it's like we didn't have, you know, and for a while
we used to hire coaches and likethere was an on ramp.
They would you know there there was a there was an on ramp form.
Now you you want to work for this company.
You you are someone that is a winner and you want to be here.

(45:20):
It's full time salary, all the benefits right from day one like
you're ready to go you're on boarded and there's no question
like there's no question. Are we going to be able to fill
a person's roster? It's like that's.
If anything, it's like we need to make sure we don't fill it
up. Yeah, yeah, yeah, exactly.
So, so it's a different, it's a different animal now.
Phenomenal, phenomenal growth. I think that you've done

(45:44):
knowing, and I don't say many nice things about you at all.
So this is one of the first times.
Yeah. Just.
So just enjoy it when it lasts. It's having taken Ben and Ryan
like, again, I I know Ben and Ryan on a personal level.
And that was the reason that I came over myself.
Like, if it was someone else, I wouldn't have.
I didn't like I I know Ben, I know Ryan, I know how good they
both are, but then to get them both in one in one go to be

(46:09):
like, well, if you first wasn't it?
And then Ben a bit of a swoop, isn't it?
And there's loads of coaches outthere.
But then to get them both is it's it's like striking goal
like and you've done a phenomenal job in terms of
building building the team that you have.
It is insane. And it's like being AI.
Think John used the word like a leader of the whole coaching

(46:30):
staff. Phenomenal job.
And I really locked it in with like some fun stuff, right?
Like they came over for the first time.
I took them downtown Scottsdale.We, you know, I was like, I got
to show these UK boys a good time.
John's. Really good at the time, you
know what I mean? Like I was like, I know how to
lock them. In but there's this again, this
one, this one next question was like, like cultivating that
culture. And like you're, you're, you're

(46:54):
kind of like, like breeding leaders, like by doing those
things and it's it's like you're, you're showing them
like, you know, what could be, you know, taking care of them?
And so I would say like from like a like a leader manager
standpoint, like from the coaching side, you were very
like, you didn't really manage me.
It was kind of like, I'm bringing you here.

(47:15):
So that's my style. So I don't have to manage
because that was my question is like what's your style?
Sinker swim like sinker swim like I'm not gonna micromanage
like which doesn't like all, allstrike gold went out of 100
luckily, right. But I'm like, you go do that and
if it sucks, like gotta find someone else.
Yeah, right. OK, Yeah.
And Nineveh, what's your style of leadership?

(47:36):
I think autonomy is important because I think what you're
talking about is having the autonomy, the freedom,
flexibility and trust to be ableto go out and do what you need
to do as a coach or building theteam, right?
That only works so much. Does that make sense in terms of
scalability? But then at some point you need

(47:57):
to get on the same page about, yeah, what are, what's our road
map? What are our quarterly
objectives? How are you guys operating?
How are we communicating? Right?
So I always feel like I come in and I kind of like kibosh, the
fun that's going on. I'm like, sorry, Mom's here, you
know? What I mean, someone's got to
take that role, otherwise it ends.
Up being a shit show yeah it's agood balance you know we're so

(48:18):
I've learned a lot from him though, just by watching and go
wow and relationship building isreally important right so I
think like cultivating the personal relationship beyond the
business I think a lot of business owners are like oh it's
business you never mix like pleasure and business together.
You shouldn't be friends with people who work.

(48:39):
Are you kidding me like me and the ladies are like joking
around. I consider them my friends I
always say like I'm not your boss.
You do realize that like this ismy role, this is what I'm
responsible for. I'm not any more important.
You're not any let you know that's not how we function at
this company. But I think autonomy is
important, but people do need like, here's your playground,

(49:01):
you know? But there are some fences
around. There are some fences and so I
think when I came in, I'm like, well, there's.
No fences. There's no fences.
There's there's a bunch of children.
Running around, sitting in the corner, yeah.
Exactly. Did you know there's a dirty
diaper over there? But there's like 10,000 of them
compounding. I'm a, I'm a self admitted like

(49:24):
bad, bad manager, not a good manager.
So I'm either gonna hire the right person or or I'm not, you
know what I mean? And so the one thing that I'm
great at is cultivating that culture of yeah, of, you know,
creating a place that people want to be a part of it.
And there is a fine balance of fun and, you know, where the

(49:45):
boundaries are. You have to, especially with a
company this size compared to where we are, where we were like
there, there are, you know, someboundaries, however.
There's legal compliance. Yeah, yeah.
But we we got to keep keeping that culture is essential to
yeah, building this thing that Imean, you want to got to

(50:06):
understand one thing about me. She knows this.
If I don't want to do something,I'm not going to do it.
And so I have to create a company that I am fired up to be
a part of all the time. That doesn't mean every day is
fun. There's problems that happen
and, you know, you got to do that.
You got to do that. But at the end of the day, I
want to create something that isan epically fun company that

(50:30):
people are attracted to, that people want to win for.
And I think that if we can keep that, it's just that we will
never have a recruiting problem.We haven't had a recruiting
problem yet. Like people are attracted to
like like a magnetic pole to this company, whether it be
coaches or salespeople just begging to be a part of the

(50:52):
sales team. OPS are not going to hurt, you
know, door down like wanting to be a part of you know what she's
building. It's it's a very unique culture.
And I think that that's the mostimportant thing for me going
forward is like, we have to keepkeep this culture, right?
Because when nobody wants to work for a stale culture.
We'll make speaking from a personal level and me and my

(51:12):
fiance were having this conversation back home and in
the UK, you see a lot of culturewithin a business is you get
paid X amount to do X job and that's it.
There's no culture. It's I pay you to do this role.
So then if they ask you to do something that's outside of the
role, there was one just no, I don't get paid to do that.
So I'm not doing it. But then it's so they they they

(51:35):
butt head. It's like, well, if you actually
did that, they might pay you more.
You're not willing to do it or and they're not willing to pay
you more. So it just ends up and the that
builds such a bad culture. But then from again, speaking on
a personal level here, what I was saying to my Mrs. I was
like, I want to do regardless ofwhat I'm being paid, it's I want

(51:55):
if if Ben says get up at 2:00 AM, you've got to get up at 2:00
AM. We need something done.
Now. If I didn't do it, I feel like
I'm letting him down as a friend.
So I'm going to get up and do itlike I would hate it if, if John
was like, oh, I asked him to do something and he didn't do it.
I would be gutted. My salary doesn't change.
My salary's the same, but I, I would be devastated to be like,
Oh my God, like I'm gutted that I've let the team down.

(52:18):
But it's because of the, that's what happens when you build a
culture like you have is you want to do it for the team
regardless. And I once you've got that,
it's. And that's who.
You are as a person, right? That's your character.
Like you, I feel like whatever it is that you do, there's a
standard of excellence that you have personally.
So I'm the same with when I OnceUpon a time, made $19,000 a

(52:39):
year. I bring the same level of work
ethic, tenacity, detail, orientation, perfectionism,
obsessiveness back then as I do now.
So regardless of my paycheck, regardless of how much it's
grown, I still function the same, which is, I think
important to note, like, are youpassionate or are you not and

(53:00):
you're just passionate about what you do?
Right winners. You get a team of winners and
you create good culture money. I'll tell you this too, like
winners will always get rewarded.
Like Ben, he'll never mention this, but there was a time where
we couldn't pay people. You know what we need to pay
people. It's like it was bootstrapped.
And so we had a Goodyear. We had like these crazy bonus

(53:21):
structures and I went to Ben. I'm like, you know, this is like
how we set this up is unsustainable.
You know, I'm we're not going tobe able to do that anymore.
And the psychology of that usually will take someone out of
the game. They're like, F you like I'm
out. Ben took like I'm like, and then
I came to him later on and was like, I can move your salary to
X amount and he's like, I don't want it.

(53:43):
I want it like give that to Ryan.
So he there there's certain people that have an ability to
play the long game, right. If they believe in the company
is like some people can play thelong game and the reward is
going to be there in in ways that they can't imagine.
But I have this belief like watching stuff happen in, in
this company in my life, where alot of times people are too

(54:04):
short sighted. They, they, they want it now and
now might be not the right time for it, but three years from
now, if they were to stay the course, like the, the
opportunity that comes is something they could have never
imagined. I think that that's a hard thing
because, you know, sometimes people are just too short

(54:25):
sighted. But a testament to you and the
culture that we had, you took money out of your own pocket to
pay one of your best friends who's, you know, a leader on
this coach. And I have a feeling that most
people wouldn't have done that. And then most people wouldn't
have been seated right here 3-4 years down the line.

(54:45):
They would have, they would havedetoured and been like man, that
that person could have done it but they were just too short
sighted. It was, and even then it was
like now I felt like with Ryan on board, it's like I need to be
even better because I know how good he is.
And it's like, like you were saying, it's like, now we've got
so many awesome coaches, but also like the way the way you

(55:06):
guys have made me feel like genuinely wanted and like
appreciated. I want every coach to feel that
from me. And so it's like, even if it's
just a quick slack message of like, just watch one of your
loom videos at random, like outstanding, like you all good.
You need anything. And I think just those little
things just make them feel like,no, we genuinely appreciate you
being here. It's not just like do job, like

(55:26):
I'll tell you if you've done something wrong.
It's like just that, like that, like words of affirmation kind
of thing, but just that that support.
But the, I guess, like, you know, the last one to wrap this
up would be if you had to give another person who's maybe in
like 2020 version of, of Supra where they're like, they're, you

(55:48):
know, 5 feet away from gold and they're looking at like, what's,
you know, how do I build this team?
I've got, maybe I've got an average team right now, but I
want like a players that can do the things that we've, we've
just spoke about. What would be your like 3 pieces
of advice you know for them to to build that winning team?

(56:09):
I'm not here to create competitive.
Yeah, yeah, fuck you. This isn't, this isn't a
business show. I would, I would say, you know
that I'm really competitive by nature, right?
Like I have fitness professionals.
But just he's like, I have no. Advice for you say this.
Yeah, yeah. I mean, you guys know me by now.

(56:31):
I have fitness professionals like like they're reaching out
trying to, you know, Hey, can I pick your brain now?
You know, one guy was like, how much, how much would it cost me
to get on one phone call with you?
I'm like, hey, man, sorry, wish you the, I mean, I wish you the
best, but I'm not here to give business advice to anybody.
I'm here to put my foot on this industry's neck and and just

(56:51):
dominate because this is my scoreboard right now.
I don't play football anymore. Like I'm not an athlete anymore
competing on Sundays. This is business is my sport
now, and I'm here to win in my way That doesn't, you know, that
might mean some people might feel a certain way about it, but
I would I would take your question another way.

(57:12):
And it's like within the company.
What are a couple things like ifyou want to want to grow and
expand AI think that it's very important for for the leadership
and myself to understand where that ambition is, because I'm
constantly thinking about ways to grow in different things that

(57:34):
we can add. And I think sometimes people,
you know, they don't ever express their their desire.
And I think it's important for you to extrapolate that from
your squad. I think it's important for her
to continue to extrapolate. That's it's important for me
because we're building somethingso big and people don't even

(57:55):
know what's in the pipeline yet.There's opportunity so big.
I need to know who the ambitiousplayers are who's going to be
frontline for for the company. Because as it gets bigger, the
the layers that separate me fromcoach 94 is a lot different
than, you know, some of the coaches that got in here in the
beginning. But it's like we as leaders have

(58:16):
to have to inherently understandwhat people want and figure out
a way to make that happen. And so I think that, you know,
that would be my advice. I'm not giving advice to other
business owners. That's perfect.
I was. I was actually thinking of a
quote of Louis Simmons, the power lifter, and he's like,
don't bring a knife to a gunfight.
And it's just like, no, I'm justgoing to come in two guns and

(58:39):
I'm not going to tell you, but yeah.
It's my perspective on business advice is a little different and
I know what it takes to build a business of the size because now
the evidence is there. And so I can give three pieces
of advice and not feel like it'sgoing to do make a dent because
most people don't execute relentlessly like we do.

(59:03):
Most people quit. I just don't think most people
can do it. So I'm OK giving the advice
because maybe it'll help the winjust a little more and that
really doesn't take away from what we're trying to achieve.
Although I don't have a bunch oflike fitness people or fitness
influencers following me. So my role is different, my
audience is different. But I think building a business

(59:25):
is, it's not easy, It's tough. And I think what's worked and
why it's worked is because we'vegot two sides of the brain is
the front end and the back end. And that's rocket fuel.
And when you're going at it alone, it's going to be a very
difficult, lonely journey. And I think people compare
themselves way too often to likeElon Musk and then they go and

(59:49):
call themselves visionary entrepreneurs.
I'm like, you're not a visionaryentrepreneur.
Like you're not Jeff Bezos or, you know, going to didn't invent
like electric cars. Like, come on, guys.
Right. Maybe you're maybe you're a
solopreneur, you know, looking for some advice.
Here's what I would say to people.
And this might be a recruiting mechanism on my part.

(01:00:11):
You may think you're an entrepreneur, but chances are
you're not because business is atough game.
You heard how competitive he is.I'm competitive as well, but
it's a sport. And in many ways, it takes over
your life. You have to be willing to make
sacrifices. You have to be willing to work,

(01:00:31):
do, and make decisions that mostpeople couldn't fathom or
stomach. There have been many times, many
days and many years that I wouldliterally wake up with panic
attacks or have anxiety because that's how terrifying it can
feel to build a business when you're entering the unknown.
And sometimes daily, like thingsare coming at you behind the

(01:00:55):
scenes that nobody even knows about.
You know, somebody be like, yeah, here's this guy emailing
about this or this. Take care of this little
poopsicle, right? And so there's no amount of
business advice that I think would help people really like
scale their companies. I think more than anything, it's
telling people like, Are you sure you're an entrepreneur?

(01:01:17):
Because we have something special.
It's superhuman. We've landed in the .01% bucket
here as a company in terms of revenue level and bootstrapping
it. It's unheard of.
I know what we're sitting on here.
So there's and and we're just getting started.
We're just getting started. So when we were talking on the

(01:01:38):
last show that we did and you said if John said we're going to
be a billion dollar company, I believe him.
I'm like, yeah, it's, it's extremely possible that that is
the direction that we're headed in.
So think about the opportunity that sits here within Superhuman
and ask yourself if you're in the fitness industry right now,

(01:01:58):
Are you sure that you want to compete?
Are you sure that you want to goat it alone?
Maybe there's room for you here.And same same for other people
that may not be in the fitness industry but are passionate
about health that are maybe in operations or working at
companies where they have shittyculture or their culture is way
too woke, right? We here at Supra have something

(01:02:21):
special. We're like I always say, I'm
anti corporate now I have to follow the rules, but I'm as
anti corporate as it gets and I think people really enjoy an
environment like that. So I don't really answer the the
business question, but I went onthe long along the lines of.
If you can't beat us, join us. Exactly.
Exactly. And you can't beat us so.

(01:02:43):
I think like I love it. You are just like the the the
perfect power couple. And despite you know, you just
mentioned how much you know stress it is because, you know,
we see behind the curtains, you know, everything's going on, but
like you've made it look so effortless, like front facing,
you know, and just in terms of like my experience working here

(01:03:04):
from the start, it's like I've had nothing but fun like since
since the beginning, like it's been epic.
And then to do it with more people and it, I've had the
perfect balance of like lots of leadership traits that I've
learned from you and lots of managerial traits that I've
learned from you. So I've got that balance now of
like, like I know how to build defenses, but I also know how

(01:03:26):
like big the playground needs tobe.
And so it's, it's been like to let you guys kind of, you know,
take, take leadership roles and stuff as well as has been
awesome. But yeah, it's, it's one of the
things where it's like, it's, it's been really hard, but it's
also felt effortless at the sametime because I just enjoy every
single day like, and that's, andand I can say the same thing for

(01:03:48):
every single coach like that we have in the department.
And we get, and again, this is this is the word of affirmation
for you guys. Like the messages that I get
from coaches where they're like,I don't have to worry about my
kids healthcare. Like Mike Musselman, you know,
like tear up. You know, he's just like my
wife's type 1 diabetic. I've been paying, you know,
thousands and now this is all taken care of.

(01:04:09):
You know, like Tara spoke to me is like, I don't even have to
worry about, you know, my kids anymore and they're taking care
of like you've not only impacted50 people that love what they do
everyday, but the 200 added on top of that of their families
that are like, we're good. Like, I just met Miguel.
Miguel came in one of our sales guys.
Yeah, he was, you know, he teared up.

(01:04:30):
He's like John just wanted, you know, wanted to stop by and see
you guys. And he just listed how he was
able to move his parents out of a, you know, terrible spot and
do XY and Z. And you know that that's why as
a Nineveh alluded to, like we can't stop, like we have a, we
have a duty now to expand this vision because we have something

(01:04:54):
that can affect not only, you know, the thousands of clients
that we have. And then the butterfly,
butterfly effect of, you know, maybe their daughters or their
sons or their circles. It's like within our walls or
our virtual walls, we have an opportunity to impact families
and people. And you know, that's that,

(01:05:17):
that's what we're playing for. But.
It's also the thing that no one will see on social media because
it's like they see like the, the, the revenue or, you know,
like the ads or whatever. But but again, I think it's,
it's important that it's like, even though we're trying to hit
these goals, it's essentially very selfless at the same time,
because God, the burden that youguys have to carry of like this

(01:05:40):
has to work like, because it's not just like we have to find
other jobs. It's like, no, no, we've got 90
employees that we need to take care of as well and their
families. Like it's that you put up the
risk, you get the reward. And it's like, if anyone should
be, you know, getting a rolls, it's you like that's that's
earned like the God waking up thinking that I would have to

(01:06:01):
like chill, like we need to makeit rain today because otherwise
people don't eat. Like I would have a panic
attack. So like and and again, you're
just like casually just chill. That was me panic attack.
That's why, that's why she comesin the office.
She's like, what are you doing? I'm like, stop coming in the
office. I'm I'm thinking.
I'll come in and I'm like, I need you to print more, OK,
Because I'm always thinking about growth and how we can

(01:06:22):
invest. But in, in terms of healthcare
insurance, right? I was like, if, if we're going
to build a company, like these are the things that we're going
to need to do and we need to provide, you know, and, and
that's just one layer of benefits, right?
There's more that we're looking at, like what else can we do to
take care of people? And again, that's what people
don't see it's like, and I and Iknow you guys are having those

(01:06:44):
conversations. And I think it's just important
to, to let you guys know how much we appreciate that as well,
because again, we, we feel so taken care of as employees.
And that's why it's like, Hey, Ineed you to do this thing like
in the next hour. It's like, I'll do it in the
next 30 minutes, Like, but it's,and that, that's what makes
people want to go above and beyond because you're you, you

(01:07:05):
treat us like we're at the next level.
So it makes you want to live up to that next level, which is,
which is awesome. So thank you both both.
Of you guys. But thank you for jumping on the
show once again. Be sure to like and subscribe
guys on iTunes, Spotify and YouTube and we'll see you next
time. See you next time.
If you love this show, please like, share and leave us a five

(01:07:27):
star review so that we can help more people.
I'm John Matson, Superhuman CEO,reminding you to always go get
what's yours.