The Wisdom Wall

“There's no way a big company can do the sort of build a bear type approach and chocolate. And so you could really own that market.”

“I'm always Thinking about scale and working backwards, and I would say, you know, at sort of ten million units, what's your cost, ah, of the, of the display and the, and the packaging, you know, like, and then figure out what the retail price would be off the back of that, and obviously your cost today is a lot higher,…”

“Thought I can interview somebody and find out if they're good, and you just can't. It comes down to resume. You have a history. Um, you've been in the workforce. What have you done?”

“the learning, you know, just, and it still stands today, it's the idea that as long as customers love the service, and they're repeating, and they give you good marks, that you had something. You had something that was valuable. You had a brand, and there was lots of ways to solve the economics is what we thought and…”

“It's only when you have your life on the line and you can't afford to lose can you find the sixth gear. And when you're in that sixth gear, at least for me, It's like a out-of-body experience. It is like you don't have time to worry, think, be anxious, just have time to do.”

“You have to have the mentality that you start off a startup, and you're sort of digging for silver, but you gotta be on the lookout for gold all the time, and you might just, you might just see gold, and when you see it, you gotta go for it, and it doesn't matter what egg on your face, it doesn't matter money you lost,…”

“It's the idea that as long as customers love the service, and they're repeating, and they give you good marks, that you had something. You had something that was valuable. You had a brand, and there was lots of ways to solve the economics, is what we thought and felt.”

“If you are thinking about selling it, then it would be more valuable to have deeper penetration in a regional market than a shallow penetration in a national market.”

“Cause, uh, you know, corporations, they just tend to shy away from risk and low probability, uh, outcomes. And I sort of gravitate more toward Low probability outcome, but, but massive upside. And I think that's where the opportunity lies for an entrepreneur.”

“I like hard businesses. I like businesses that require capital and are hard. To execute, because if you pull it off, um, it makes it really difficult to, to be a copycat.”

“online, the difference between a brick and mortar and online is online, you can sell so many more things because the unlimited shelf space. So we thought, okay, great. So let's drive people, you know, we're going to lose more money than a brick and mortar does in diapers because we have to pay for shipping, but that's…”

“the way shipping works is if you're shipping a box of diapers to someone and you have empty space in that box, the marginal cost to ship the next thing you put in the box is very, very small, very low. Like it might be, you put something that weighs a pound into that same box, it might cost you 10 cents of incremental…”

“my dad, you know, was not completely present, and the only way to get my dad's attention was to do something extraordinary. So it's sort of programming as a young kid, like, to associate doing big things with feeling loved, basically. I didn't realize that growing up, obviously, it's only with therapy and as an adult,…”