David Segal
Co-Founder & CEO, Firebelly Tea. On 1 show, 1 appearance. The Shows tab opens the full record on each.
founderexecutivehostinvestor@tea_maverick ↗firebellytea.com ↗
David Segal is a Canadian retail entrepreneur who co-founded specialty retailer DAVIDsTEA in 2008, scaling it to hundreds of stores and an IPO. He later launched the fast-casual chain Mad Radish, co-founded direct-to-consumer brand Firebelly Tea, and co-hosts the Big Shot podcast.
1shows
1appearances
18statements
2resolved
2supported
0contradicted
100%fully supported
5said about them ↓ Everything David Segal said on any show that made the record, most notable first. Each card names its show and opens the statement there.
Segal: Use reversibility and risk of waiting to guide major business decisions
“I usually ask myself without consciously doing this, two things. One, Is this something that I can recover from easily? Meaning if I'm wrong about this, what's the impact of it? Two, what's the risk of doing nothing and waiting for more information? More often…”
Segal: Unlisted additives make up ninety percent of commercial natural flavorings
“A natural flavor just means it was derived from a plant or animal source, but it ends up in a laboratory where about 90% of what goes into these flavors are preservatives and additives that go unlisted on the label.”
Segal: Apply extreme urgency to daily execution, not macro strategic decisions
“Those small things where a sense of urgency allows you to offer better service, better product, Become better at what you do. Those are the small things, right? And those things I think you do want to have an incredible sense of urgency around. The bigger thin…”
Segal: Business value is created at the transactional frontline level
“You know, the business happens at the transactional level, any business, that's where it happens, where the money is exchanged for the goods.”
Segal: Company values should never change, but operational methods must continuously evolve
“So I think what you stand for as a company should never change, but how you do things as a company should never stop changing.”
Segal: Forcing frontline retail employees to act robotically marks a company's decline
“You know, when you don't allow the people on the front to think for themselves and they become robotic about how they deal with people, that's oftentimes the beginning of the end.”
Segal: 'Interesting' is a terrible word to hear about a business idea
“Interesting is a great word in a classroom, but it's a terrible word in business. You know, you want to hear things like when you, can you deliver?”
Segal: I previously attempted to buy back David's Tea with Bain Capital
“I actually tried to buy it back at one point with Bain Capital.”
Segal: I left David's Tea partly due to internal private equity conflicts
“There was a fair amount of internal fighting in the company between my original partners, the private equity group. It wasn't an environment where everyone was just focused on the customer and adding value for the customer. And there's, there was a bit too muc…”
Segal: Overcoming depression requires hope without rigid timeline expectations
“It was the people that had hope, but not expectations that did, right? So they knew they'd get out of there, but they didn't have an expectation on when. And I think depression is, is like that as well.”
Segal: Entrepreneurship is a personal psychological journey disguised as a business pursuit
“Really that entrepreneurship is in many ways a personal journey disguised as a business pursuit. And what I mean by that is so much of it is managing your own psychology.”
Segal: Restrict major business evaluations to positive mental states and annual timelines
“Over the past year have really put a lot of emphasis in trying to manage my own psychology and get better at when I have a crappy day or a crappy week or a crappy month, not having an action bias or making big decisions or just being able to kind of broaden my…”
Segal: Specialty tea retail boasts superior margins, zero sizing, and non-perishable inventory
“There's no size, no color, like there is in fashion. It doesn't go bad like a turkey sandwich. It's leaves in a cup, so the margins are good. You can operate out of small spaces. And we call anything you put in hot and cold water that's not coffee, tea in Nort…”
Segal: David's Tea reached 200 stores, $200M sales, and $30M EBITDA
“When I sold my stake in David's Tea in 2016, we had 200 stores, about two hundred million in sales, about thirty million in EBITDA.”
Segal: Selling my David's Tea stake triggered severe post-exit depression
“Well, I actually went through one of the biggest depressions in my life after I sold my stake in David's tea. I thought that's what I was playing for. I thought I was playing for this big success where you know, the other side of the rainbow. And it was great.…”
Segal: Post-exit founders should immediately secure an office to maintain routine
“First thing I would have done, I would have gotten a nice office. You know, I didn't have that. I stopped and I didn't have any, I had nowhere to go in the mornings, right? I went from having this big office with a hundred plus people who, you know, with my na…”
Segal: Late-night hours are the most hazardous for mental state and productivity
“Thousand percent. I think that's the biggest least productive, most dangerous time for our mental state of the day.”
The other half of the tape: David Segal's own voice is left out of every number here. Other people bring the name up 5 times in 2 episodes across the shows. every mention, with the transcript →
Who brings them up most Harley Finkelstein 5
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the Knowledge Project 5
One line per show, most statements first. The link opens David's full record on that show: the calibration, argument clarity, speaking style and every statement made there.
| Show | Role there | Eps | Statements | Record | |
|---|---|---|---|---|---|
| KNOWLEDGE PROJECTLEDGER | Co-Founder & CEO, Firebelly Tea | 1 | 18 | 100% 2/2 | full record on the Knowledge Project → |