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Speaker 1: Hey, welcome in. I'm dog Gotlie.

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Speaker 2: This is all ball.

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Speaker 1: Thanks so much for listening.

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Speaker 2: We will get back to who and I'll talk a

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Speaker 2: little bit about the double transfer conundrum that a lot

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Speaker 2: of these players and coaches are waiting to find out

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Speaker 2: if they're there their players are cleared, especially after the

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Speaker 2: tes Walker issue.

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Speaker 1: We'll get to that upcoming episodes.

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Speaker 2: I thought you'd enjoy a continued conversation with Jacob Jaber, who,

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Speaker 2: of course is the co founder of Philostoffee and now

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Speaker 2: investor and part of the board there. In this episode,

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Speaker 2: we'll get to the fact that they went from a

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Speaker 2: mom and pop to two stores to eighty stores and growing.

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Speaker 2: How do you how do you maintain the same level quality?

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Speaker 2: Really hard, right, because I think that's what happens when

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Speaker 2: you're a coach. You know, is now all of a sudden,

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Speaker 2: you go from a lower level to a higher level.

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Speaker 2: You have to hire assistance around, You have to hire

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Speaker 2: people to help you with the program. How do you

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Speaker 2: maintain that same level of personal care when you know

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Speaker 2: you're being pulled in fifty different directions? Fascinating right, Here's

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Speaker 2: the second part of my conversation with Jacob Jaber, when

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Speaker 2: did the overall expansion come.

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Speaker 3: Late like two thousand and thirteen. Twelve actually is when

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Speaker 3: we started expanding. We had like ten stores. We had

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Speaker 3: like ten or eleven stores. In twenty thirteen. We were

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Speaker 3: opening one here, one there, and then we start opening

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Speaker 3: five a year, then ten a year. Now we have

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Speaker 3: like eighty.

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Speaker 1: What's the feeling like?

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Speaker 3: What's the feeling like? So damn fun, hard and fun,

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Speaker 3: all the things that I wanted at the time, right

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Speaker 3: like just hard, challenging fun. It was kind of like

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Speaker 3: reminding me of a game, right, Like when I was

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Speaker 3: building the care It's like, Okay, you step out from

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Speaker 3: thirty thousand feet, you're watching the map, you're watching the picture.

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Speaker 3: You're trying to paint, and if you're so focused on

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Speaker 3: one corner of the canvas, you're going to miss the

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Speaker 3: big picture. But if you're not focused on that one

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Speaker 3: corner of the canvas, it's going to be not good

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Speaker 3: or not great. So I think that's one of the

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Speaker 3: things I understood, is this idea of understand the bigger

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Speaker 3: picture that you're trying to paint and know how to

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Speaker 3: drop in in different parts of it. Because you're managing

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Speaker 3: a system you have hundreds of employees, then you have

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Speaker 3: a thousand employees. So I think that was very natural

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Speaker 3: for me, and gaming taught me that, not school, and

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Speaker 3: so for me it was like a game. It was

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Speaker 3: a lot of fun. And I'm very competitive. I'm very

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Speaker 3: ambitious from basketball to gaming, and I'm a source sport too.

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Speaker 3: If i lose, I'm going to talk crap and I'm

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Speaker 3: going to say play again. I'm not gonna leave until

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Speaker 3: I win. And i might never win, but I'm not

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Speaker 3: gonna leave. I'm not gonna lay. That's my and even

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Speaker 3: today I have that hunger and that drive. So for me,

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Speaker 3: just the idea of expanding and growth was a great

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Speaker 3: challenge and then how do you do it with quality?

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Speaker 3: Made it so much fun.

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Speaker 1: Okay, so let's let's let's dig in there. Okay.

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Speaker 2: It's also a very competitive market, right, especially compared to

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Speaker 2: when you started, because you have you have Coffee Bean, Starbucks, Duncan.

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Speaker 2: And I know they're not all direct competitors, peets. I'm

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Speaker 2: sure there's there's others that I'm missing right tons, but

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Speaker 2: but there.

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Speaker 1: Everybody has kind of their their own thing.

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Speaker 2: And you're also by the way in you know, you

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Speaker 2: started in California, northern California where.

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Speaker 1: It's it's especially competitor.

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Speaker 2: It's all like you're in a small town or in

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Speaker 2: the Midwest, where you know, you kind of got your

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Speaker 2: own thing.

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Speaker 3: One of the best food places in America, no question.

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Speaker 1: So okay, so what in expanding.

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Speaker 2: I think the first thing is, you guys had this

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Speaker 2: mom and pop shop, so to feel furniture from home,

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Speaker 2: literally a family owned business. When you start expanding to

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Speaker 2: ten stores, what are the things, the absolutes, the non

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Speaker 2: negotiables you have to have in these stores.

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Speaker 3: Yeah, so it was certainly a lot harder to control

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Speaker 3: quality right when we had ten stores, to your point,

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Speaker 3: and by the way, real quick on competition, it's like

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Speaker 3: some people are motivated by having an enemy and going

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Speaker 3: after the enemy, and that works for a lot of people,

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Speaker 3: But for us, we didn't even think about competition. We

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Speaker 3: were motivated about delighting our customer. And I'm not just

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Speaker 3: saying that that's not fluff, we really mean it. Like

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Speaker 3: we were just absolutely like motivated by making sure customers

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Speaker 3: had the best SA experience. And that helped us in

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Speaker 3: a very big way because instead of putting our energy

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Speaker 3: on others, we put our energy on the most important stakeholder,

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Speaker 3: the customer. So that's that. But honestly, I would drive

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Speaker 3: around like a madman, visiting stores, checking in on employees,

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Speaker 3: seeing if they needed help. And when I went into

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Speaker 3: a store, I didn't walk in with a clipboard and

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Speaker 3: say you're doing this right, you're doing this wrong, You're

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Speaker 3: doing I went and I helped them. I developed rapport.

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Speaker 3: I was relatable because I was a briest to myself.

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Speaker 3: I got to know them. So on one end, you

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Speaker 3: want to be really tough and have high standards. On

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Speaker 3: the other end, these are people and human beings. So

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Speaker 3: I recognized the importance of knowing their names, building a

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Speaker 3: relationship with them. And we did such a great job

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Speaker 3: at hiring that I didn't need to go in and

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Speaker 3: hammer down. I went in to try to inspire and motivate.

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Speaker 3: And maybe there are some things that had to correct

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Speaker 3: here and there, but you know, you go from making

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Speaker 3: coffee to driving around stores, and that was the thing

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Speaker 3: the business needed at that time. And then once you

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Speaker 3: get to fifteen twenty stores, you have to find someone

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Speaker 3: to manage the ten stores, who manage ten store managers,

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Speaker 3: and then you got to make sure they're good. That's

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Speaker 3: one of the hardest positions actually is the store manager

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Speaker 3: is the most important position of each store. They're like

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Speaker 3: the fill of the store. But the district manager, who

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Speaker 3: manages ten stores, that's a very difficult position to find.

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Speaker 3: It's it's difficult because you need to know how to

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Speaker 3: bounce around in a very good way. You need to

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Speaker 3: know how to spend your time. You need to know

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Speaker 3: how to prioritize, you need to know when to dig in.

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Speaker 3: You need it, you know, So I think you just adapt.

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Speaker 3: You have to adapt. And this is why you got

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Speaker 3: to know the big picture, because if you don't know

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Speaker 3: the big picture, you can't scale right. Like I know

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Speaker 3: that there's no way we could have gotten to ten

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Speaker 3: or twenty or thirty or forty fifty stores if I

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Speaker 3: kept making coffee. I can't make coffee at ten stores

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Speaker 3: at once. So you gotta And then I got, really,

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Speaker 3: I just got. I just got obsessed with developing the

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Speaker 3: playbook the system.

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Speaker 2: Who's the greatest barrista ever? Who's the one? And you

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Speaker 2: have to remove yourself and your dad from this?

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Speaker 3: Yeah, besides us, I will say the greatest. So there's

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Speaker 3: a guy named Greg Matt. Greg Matt was a friend

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Speaker 3: and early customer of my dad. He's an amazing guy actually,

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Speaker 3: and Greg started helping us out and working with us

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Speaker 3: in the very early days. And I've never come across

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Speaker 3: someone with more passion as much as that, Like he

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Speaker 3: shared his passion with as the level that we had,

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Speaker 3: and he's so damn good with customers, and he would

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Speaker 3: obsess about quality more than I would. And I was like,

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Speaker 3: that's amazing. So he was great. I mean he was

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Speaker 3: like us in that sense where he had an owner's

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Speaker 3: hat on all the time. All the time, he had

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Speaker 3: an owner's hat on. So and Greg is still you know,

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Speaker 3: connected and great, we're you know, So that's that's Greg Matt.

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Speaker 3: I mean there are so many though, to be honest,

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Speaker 3: There's a guy named Demetrius Dix who was a doctor

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Speaker 3: and while he was going to middle school, he was

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Speaker 3: a medical school. It's a barista. This guy was off

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Speaker 3: the charts Ferry Street, second Store, Verry Street, and oh man,

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Speaker 3: like this guy had a work ethic better than us.

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Speaker 3: This guy had an attitude better than us. He was

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Speaker 3: just amazing. Like just you know what, you know, when

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Speaker 3: you come across someone's just positive, like positive all the time,

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Speaker 3: can do attitude not all you know, never that like, yeah, absolutely,

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Speaker 3: you got it. You know, it's like, you know, one

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Speaker 3: of the secrets for the young generation. They don't understand

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Speaker 3: this is I wish every young person would understand this

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Speaker 3: in life is do more than you're paid for, Do

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Speaker 3: more than what's expected of you, and good things will

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Speaker 3: happen over time. Maybe in that not in that moment.

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Speaker 1: That that is as an unbelievable sentence.

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Speaker 2: Okay, so okay, so now we get to the hard part.

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Speaker 1: Yep, let's let's start. Let's start with covid.

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Speaker 2: What was covid like when you're running this expanding business

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Speaker 2: and by the way, the business is all about the

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Speaker 2: personal touch right now, you can obviously with the app

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Speaker 2: you could still order right, but the ability to have

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Speaker 2: personal touch relationship did in a store.

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Speaker 1: Like all of these.

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Speaker 2: Things changed dramatically, and you know, so many retails got crushed.

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Speaker 1: What was Covid like?

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Speaker 3: You know, the few weeks leading up to the shutdown,

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Speaker 3: on one end, we were like, oh, this shit's gonna pass.

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Speaker 3: You know, no one knew, right there was so much

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Speaker 3: uncertainty and then fear and all that stuff, and they

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Speaker 3: were like, oh, we're probably not gonna have to close down.

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Speaker 3: And then the week before the shutdown, things started to

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Speaker 3: get more and then we were all in the office

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Speaker 3: and the headquarters in the talking about what to do

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Speaker 3: because the mayor went out and said non essential businesses

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Speaker 3: need to shut down. Except on one end, we were

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Speaker 3: like in shock, and the first thing that came to

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Speaker 3: my mind is how do we not die? So twenty nineteen,

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Speaker 3: mind you, was an extraordinary year for us. Leading twenty twenty,

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Speaker 3: the early months extraordinary, like we were doing the best

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Speaker 3: of our history, and all of a sudden, this dark

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Speaker 3: storm comes around and up ends the entire business and

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Speaker 3: ninety percent of the revenue goes away overnight. I'm thinking

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Speaker 3: about cash in the bank, I'm thinking about people, I'm

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Speaker 3: thinking about culture. I'm thinking about so many things. And

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Speaker 3: one of the things we prioritize immediately was people. So

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Speaker 3: how do we take care of the team and the customers?

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Speaker 3: And mind you, remember like at this time we all

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Speaker 3: didn't know the whole world, Like we didn't really know

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Speaker 3: what this thing was, what it meant, the severity of it.

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Speaker 3: Like for us, it was more dealing airing on the

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Speaker 3: side of conservative being conservative because we did not know

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Speaker 3: the risk, right like, let's say this pandemic had a

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Speaker 3: mortality or eate of fifty percent, right, Like, thank god

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Speaker 3: we were conservative, right, so it luckily it didn't and

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Speaker 3: it was way overblown in many ways. But we don't

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Speaker 3: need to get into that. We don't need to get

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Speaker 3: into that.

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Speaker 1: But no, but nobody knew at the time.

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Speaker 3: Nobody knew there was uncertainty. What happens when there's uncertainty,

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Speaker 3: there's and it's health risk, there's fear right there. You

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Speaker 3: look back to the nineteen twenties of the past pandemics

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Speaker 3: and you just don't know, right, So there's a lot

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Speaker 3: of uncertainty. So we were dealing with uncertainty so very easily. Okay,

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Speaker 3: we can't control this. We can't control this, BAM immediate

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Speaker 3: action on all the things we can control. We had

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Speaker 3: to furlough employees to cut our costs. We had to

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Speaker 3: take care employees and make sure that you know, during

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Speaker 3: the time we're closed, how do we support them with

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Speaker 3: health care and payment. I worked with our operations team

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Speaker 3: on how do we reopen as quickly as we can.

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Speaker 3: I want to have it as soon as we close

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Speaker 3: the stores for a few weeks. The next day I

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Speaker 3: called up our COO and I was like, we need

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Speaker 3: a plan right away on how do we reopen And

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Speaker 3: he was like, but we just closed the store. And

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Speaker 3: he agreed with me though, he was like he was

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Speaker 3: fantastic this time. And we came up with a plan

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Speaker 3: on how do we reopen in a distance healthy? You know,

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Speaker 3: well they six foot distance and all that stuff, and

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Speaker 3: we were and then we adapted, and then we reopened

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Speaker 3: the stores and things were better, but we still were

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Speaker 3: significantly impacted. Mind you. A lot of our stores not

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Speaker 3: a lot of them, but a good amount were in

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Speaker 3: like these office financial districts where nobody went well, not just.

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Speaker 1: That you were in.

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Speaker 2: Like I've been to two of the stores in Chicago,

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Speaker 2: and I can tell you I traveled during that time.

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Speaker 2: I traveled some. The next year, I remember traveling. And

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Speaker 2: it was before we kind of became friends. I told you,

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Speaker 2: since like Chicago has hit way harder than anything anybody

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Speaker 2: could realize. Right, you're in Chicago, You're in d C.

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Speaker 2: You're in San Francisco, and these are these are cities

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Speaker 2: that were just devastated, annihilated. Yeah, and and still you know,

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Speaker 2: I think probably this summer, you know, more than I

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Speaker 2: this summer is like the first real Okay, everybody's we're

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Speaker 2: kind of sort of back, but you know, it's changed

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Speaker 2: where people live, right, not as many people live in

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Speaker 2: the city. They're like, dude, why do I live in

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Speaker 2: the cudy? So yeah, it was okay, So that's an

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Speaker 2: incredible part of the story. The next part of the

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Speaker 2: story is and this is a little bit twenty nineteen,

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Speaker 2: but I think it's something that, having spoken to other

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Speaker 2: business owners, I know to be a real thing is

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Speaker 2: minimum wage is increased, but it's turned to where so

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Speaker 2: many minimum wage workers are really apathetic towards work, Right,

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Speaker 2: it's just something they do. They don't And again I'm

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Speaker 2: speaking in grand terms, maybe not the people you hire, but.

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Speaker 1: It's not only hot.

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Speaker 2: Like I have a friend who runs a business, a

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Speaker 2: big restaurant in Oklahoma. He's like, it's not just hard

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Speaker 2: to find people, it's hard to keep people. We actually

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Speaker 2: give people bonuses for showing up to work. Whereas you're

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Speaker 2: telling me, and I agree with, like the idea, do

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Speaker 2: more than you're getting paid for. That's not the mentality

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Speaker 2: of a majority of people who are looking for work.

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Speaker 1: What has that been like?

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Speaker 2: Because it does feel like the workforce has has adjusted

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Speaker 2: a great deal.

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Speaker 3: Yeah, well the government hindsight's always twenty twenty, right, But

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Speaker 3: like the government stimulated the economy in a really big way.

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Speaker 3: They've come up with rules and regulations and you know,

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Speaker 3: the try. I guess on one end, they're trying to

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Speaker 3: do the right thing, because again there was so much uncertainty,

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Speaker 3: but they they you know, incentives, behaviors, and I think

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Speaker 3: the unintended the unintended consequence of the stimulus and the

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Speaker 3: regulations change the incentive structure so that you actually can

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Speaker 3: still get paid without having a work and that's bad

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Speaker 3: and and and and I'm not even speaking from an individual.

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Speaker 3: That's actually not good for people. Now, I want to

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Speaker 3: separate this from people that there are people that had

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Speaker 3: COVID and health issues and all, Like you've got to

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Speaker 3: support people on one end, No.

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Speaker 2: No, I I absolutely, But but there is something completely

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Speaker 2: unhealthy to the mentality, Like.

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Speaker 3: There's people taking advantage. Yeah, easy to take advantage of

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Speaker 3: the system, Yeah.

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Speaker 1: Right, right, and and you know, and and again.

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Speaker 2: This is a lot I believe it's a lot like

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Speaker 2: many of the things the government did in terms of COVID,

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Speaker 2: Like they had the best intentions at heart. Yeah, the

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Speaker 2: best intentions at heart in terms of, you know, giving

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Speaker 2: people money so that they could just get by when

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Speaker 2: they're not working with everything, Like all of those are good,

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Speaker 2: are well intentioned, Yeah, but they're they're whatever your well

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Speaker 2: intentions are.

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Speaker 1: There's a percentage of people that take advantage.

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Speaker 2: Of it and maybe not even took advantage of it

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Speaker 2: as much as it changes the mentality like this is.

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Speaker 3: Yeah, I agree, and this is.

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Speaker 1: A real thing.

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Speaker 2: Like we I've talked about this with professional athletes before.

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Speaker 2: How do you and this is kind of a little

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Speaker 2: bit even your kids, how do you create the hunger

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Speaker 2: and desire to make it when you've made it and

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Speaker 2: your kids, Like, all you want for your kids is

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Speaker 2: to be in a better school, a better house, a

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Speaker 2: better life than you had. On the other hand, you

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Speaker 2: want them to still have the desire for more yep,

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Speaker 2: you know, and and a passion to make their kids'

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Speaker 2: lives better when they got it. But they got it

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Speaker 2: pretty good, so you know, I mean, how many It's

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Speaker 2: actually the thing I marveled at with Steph Curry, which

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Speaker 2: is like that dude's hungry to be great even though

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Speaker 2: he grew up that was a pro private schools, counter

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Speaker 2: to so many of us who have frankly kind of

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Speaker 2: soft kids, and we have soft kids because their lives

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Speaker 2: are way easier than them.

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Speaker 3: I just get I agree with that. There's a great

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Speaker 3: quote which you've probably heard, other people have probably heard,

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Speaker 3: which is like hard times create strong people. Strong people

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Speaker 3: create good times. Good times create weak people. Weak people

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Speaker 3: create hard times. Yeah, and I love that. It's exactly

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Speaker 3: what you're saying. I think, like, like you can't, like

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Speaker 3: we need to teach resiliency, you know, we need to

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Speaker 3: embrace hardships, because the fact is life is difficult. It's hard,

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Speaker 3: and the goal should not be happiness. The goal should

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Speaker 3: be joy, The goal should be community. That you'll get

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Speaker 3: happiness as a result of these things. But you know,

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Speaker 3: Charlie Munger, Warren Buffett's partner, has a great saying is

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Speaker 3: if you want to be happy in life, lower your expectations.

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Speaker 3: And on one end, I completely agree with that, like

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Speaker 3: lower your expectations on life, like don't expect anything from life,

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Speaker 3: you know, So I like, I like this tension between

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Speaker 3: having high expectations for yourself and your friends and your

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Speaker 3: community and your family, but at the end of the day,

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Speaker 3: have low expectations in terms of what you should expect

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Speaker 3: back from life, and I think that's a good way

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Speaker 3: to live because then you're not sitting there expecting things

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Speaker 3: from people. It's like, oh, I did this, I expect that.

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Speaker 3: That's not a healthy way to Let's not that's not

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Speaker 3: the right mindset. The right mindset is to be grateful.

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Speaker 3: It's to to to try to have a positive attitude,

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Speaker 3: to do the right thing. You know, when no one's watching,

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Speaker 3: is very important. People with kindness, no matter where they come,

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Speaker 3: for how they look like, just you treat people well,

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Speaker 3: that's like very important to us. But yeah, I think

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Speaker 3: it's just very interesting how COVID has upended many dimensions

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Speaker 3: of life and culture. Or maybe it's actually revealed things

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Speaker 3: in some ways. So I'm not so sure, but what

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Speaker 3: I will say is that incentives matter. We were very

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Speaker 3: fortunate because our team members were absolutely amazing and supported

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Speaker 3: us as much as possible through the process. It was

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Speaker 3: hard for them, it was hard for us, but you know,

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Speaker 3: we worked through it together. So we were lucky in

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Speaker 3: that respect. But resiliency.

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Speaker 4: Fox Sports Radio has the best sports talk lineup in

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Speaker 4: the nation. Catch all of our shows at Foxsports Radio

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Speaker 4: dot com and within the iHeartRadio app search FSR to

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Speaker 4: listen live.

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Speaker 2: It's like, you don't want people to be bullied and humiliated.

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Speaker 2: On the other hand, you do wanted them to be pushed.

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Speaker 5: And and and sometimes obviously less it's short of bullying,

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Speaker 5: short of humiliating amid how do you what motivates people?

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Speaker 3: Right?

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Speaker 2: Well, you know, can you only motivate through positive affirmation?

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Speaker 2: Somewhat that helps, but sometimes, you know, sometimes being picked

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Speaker 2: last in the playground or you know, not getting a

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Speaker 2: participation trophy, sometimes that's a real thing that motivates.

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Speaker 3: Yeah, how do you deal with that with kids? So

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Speaker 3: if you see a young one who didn't win, I'm not.

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Speaker 2: I'm not great at it because I'm.

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Speaker 1: More old school.

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Speaker 3: Yeah.

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Speaker 2: So I run a basketball program, and what I try

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Speaker 2: and do is I try and my whole idea is

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Speaker 2: to teach the why. You know, how I teach basketball.

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Speaker 2: It's the why, not the what, and how. I teach

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Speaker 2: how we how we should feel about things. It's the

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Speaker 2: why not the what. And what I mean by that

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Speaker 2: is like, hey, why do we win or why do

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Speaker 2: we lose? And if it's the well, we just didn't

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Speaker 2: make shots. Generally, that's not the case. But if it is,

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Speaker 2: it's like, Okay, well why did we make shots? Did

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Speaker 2: we not take good shots? Have we not been working enough?

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Speaker 3: You know?

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Speaker 2: Are the guys that are taking the shots not the

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Speaker 2: right guys because they haven't they haven't worked hard enough.

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Speaker 2: You know, you shouldn't feel bad if you miss shots

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Speaker 2: when you.

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Speaker 1: Have them in practice.

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Speaker 2: Just can't because you're asking something of your body, which

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Speaker 2: is nearly a possible. You know, Steph Curry is the

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Speaker 2: greatest shoutar we've ever seen. He doesn't mean make half

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Speaker 2: his shots. Yeah, so uh, but if you're allowed to

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Speaker 2: be upset, if you know you practice these shots, you

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Speaker 2: usually make these shots, and you just work, they're in

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Speaker 2: and out.

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Speaker 1: You're just unlucky. I try and teach the why why

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Speaker 1: do we win?

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Speaker 2: Why we lose? What can we take from this experience?

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Speaker 2: What we got to do to get better? But we

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Speaker 2: got to be what it looks like, you know, and

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Speaker 2: and trying to do long a And I can do

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Speaker 2: that because I'm not doing I'm not running a program

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Speaker 2: for money.

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Speaker 1: You know, it's a money loser for me because the

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Speaker 1: time spend.

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Speaker 2: And I can do it because you know, I've tried

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Speaker 2: to surround myself with kids and parents who are my

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Speaker 2: kind of people. Yeah, but it's not easy, but I

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Speaker 2: think it's to me in sports is teaching the why.

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Speaker 1: It's hard.

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Speaker 3: I think you always tell me, Like at a young age,

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Speaker 3: he said, I want to show you the good, the bad,

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Speaker 3: and the ugly. I don't want to lie to you.

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Speaker 3: And he said, wherever you go, build a church, but

415
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Speaker 3: know that there's good, bad and ugly. Be exposed to

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Speaker 3: all of it at a young age, because this is

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Speaker 3: real life and there's always going to be good, bad

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Speaker 3: and ugly. But again, build a church wherever you go.

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Speaker 1: I love them. What what does he think of the company?

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Speaker 3: I mean, he's very proud of what we've built. And

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Speaker 3: he has maybe a thousand customers phone numbers. They text him,

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Speaker 3: they talk to him, They love him because my dad

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Speaker 3: just made friends with everybody. If you walked into the

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Speaker 3: store and he saw you sitting there on your laptop,

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Speaker 3: and he saw someone sit next to you with their laptop,

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Speaker 3: he walk up to you and say, why are you

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Speaker 3: guys sitting like a plant. You're sitting three feet away

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Speaker 3: from each other. You haven't even introduced yourself. What kind

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Speaker 3: of what is this? Hi, what's your name? What, he'd

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Speaker 3: introduced people, he'd connect people. You know, that's just kind

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Speaker 3: of just kind of his thing. He loved, he loved,

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Speaker 3: he loves people, and so he you know, he's he's

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Speaker 3: loved by the employees, he's loved by customers, and he's

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Speaker 3: very proud of what we built and it's very important

435
00:24:47,080 --> 00:24:49,480
Speaker 3: for him to make sure we keep going in the

436
00:24:49,560 --> 00:24:52,280
Speaker 3: right way, we don't forget where we came from.

437
00:24:52,720 --> 00:24:55,440
Speaker 1: What is what's the ceiling for the couple?

438
00:24:55,800 --> 00:24:59,639
Speaker 3: Well, I think it's just about I like this idea

439
00:24:59,680 --> 00:25:03,439
Speaker 3: of like getting better and getting bigger. It's good to

440
00:25:03,520 --> 00:25:06,440
Speaker 3: keep getting better and sometimes to get better, just don't

441
00:25:06,440 --> 00:25:11,240
Speaker 3: do stupid stuff. There's another great quote by Charlie Munger.

442
00:25:11,640 --> 00:25:15,080
Speaker 3: I'm a fan of this guy anyways. He says avoiding

443
00:25:15,119 --> 00:25:19,800
Speaker 3: stupidity is more important than seeking brilliance. So he had

444
00:25:19,800 --> 00:25:25,760
Speaker 3: this great story where he was in wartime. His job

445
00:25:26,240 --> 00:25:28,360
Speaker 3: was they didn't have the technology back then. His job

446
00:25:28,480 --> 00:25:30,879
Speaker 3: was to monitor the skies because there was all the

447
00:25:30,960 --> 00:25:34,720
Speaker 3: pilots and planes flying around and weather could kill them.

448
00:25:35,119 --> 00:25:37,400
Speaker 3: So his job was to make sure the pilots who

449
00:25:37,400 --> 00:25:41,080
Speaker 3: were flying did not die. So he was unsure how

450
00:25:41,080 --> 00:25:44,199
Speaker 3: to approach the job. But what he decided to do

451
00:25:44,320 --> 00:25:46,639
Speaker 3: is he took a blank piece of paper and he

452
00:25:46,720 --> 00:25:49,840
Speaker 3: wrote down all the ways on how he can kill

453
00:25:49,880 --> 00:25:53,240
Speaker 3: the pilots in the air. So he literally wrote down

454
00:25:53,320 --> 00:25:56,280
Speaker 3: ten ways or whatever it was. Here's all the ways

455
00:25:56,280 --> 00:25:59,480
Speaker 3: I can kill the pilots. And he said, the only

456
00:25:59,520 --> 00:26:02,639
Speaker 3: thing I did was avoid those things and it worked.

457
00:26:03,080 --> 00:26:06,639
Speaker 3: So just avoid being stupid is actually brilliant.

458
00:26:07,480 --> 00:26:11,920
Speaker 2: What about for you? What's that's the dream? You're You're, You're, you're, you're,

459
00:26:12,040 --> 00:26:13,679
Speaker 2: you're fifty. What does it look like?

460
00:26:14,320 --> 00:26:22,920
Speaker 3: Honestly? Like healthy family. Uh, that's thriving and happy and

461
00:26:23,000 --> 00:26:26,960
Speaker 3: having a good community around me. Phill's continue. I'm not

462
00:26:27,040 --> 00:26:29,679
Speaker 3: running the day to day anymore. I'm still on the board, chairman,

463
00:26:29,760 --> 00:26:31,640
Speaker 3: founder and all that, but we have a good team

464
00:26:31,680 --> 00:26:33,800
Speaker 3: in place managing the day to day but making sure

465
00:26:33,840 --> 00:26:38,840
Speaker 3: PHILLS reaches its fullest potential. I'm doing a lot of

466
00:26:40,640 --> 00:26:47,879
Speaker 3: like investing and building. So I love small businesses, and

467
00:26:48,000 --> 00:26:50,879
Speaker 3: there's a lot of small businesses out there. You know.

468
00:26:50,920 --> 00:26:53,520
Speaker 3: It's like there's that Italian deli that's been around for

469
00:26:53,520 --> 00:26:56,280
Speaker 3: twenty years. There's two or three shops and they're always packed.

470
00:26:56,520 --> 00:26:59,800
Speaker 3: They have fans not customers. And it's like, man, there's

471
00:27:00,119 --> 00:27:02,920
Speaker 3: be so many more of these wonderful Italian deli shops.

472
00:27:03,400 --> 00:27:05,600
Speaker 3: How can you go in and help these founders grow?

473
00:27:05,720 --> 00:27:07,879
Speaker 3: Kind of like what we did with Phils. So I

474
00:27:07,920 --> 00:27:11,879
Speaker 3: love this idea of getting to know the best small

475
00:27:11,880 --> 00:27:16,480
Speaker 3: businesses out there, out there, food, beverage, retail, brick and motor,

476
00:27:16,560 --> 00:27:19,040
Speaker 3: and just trying to figure out how to help them,

477
00:27:19,680 --> 00:27:22,360
Speaker 3: help them grow. And that can come in a variety

478
00:27:22,359 --> 00:27:24,320
Speaker 3: of ways. But that's what I've been doing. I've been

479
00:27:24,400 --> 00:27:27,439
Speaker 3: developing great relationships with great founders. Some of them have

480
00:27:27,480 --> 00:27:30,680
Speaker 3: all these different situations. Sometimes they want to retire, sometimes

481
00:27:30,720 --> 00:27:35,399
Speaker 3: they need help sometimes, you know. And the funny thing is,

482
00:27:35,480 --> 00:27:40,080
Speaker 3: like I grew up in Silicon Valley, right, and everybody's

483
00:27:41,240 --> 00:27:45,520
Speaker 3: in technology and entrepreneurs and they have huge ambitions and goals.

484
00:27:45,880 --> 00:27:49,480
Speaker 3: There's a lot of business owners out there that don't

485
00:27:49,520 --> 00:27:52,119
Speaker 3: want to grow. They just this is a lifestyle for them.

486
00:27:52,160 --> 00:27:55,119
Speaker 3: They want to keep doing their craft and that's cool

487
00:27:55,400 --> 00:27:59,360
Speaker 3: and that's great. So growth isn't always the best answer.

488
00:27:59,600 --> 00:28:02,880
Speaker 3: The best answers to enjoy what you're doing and love

489
00:28:02,920 --> 00:28:07,239
Speaker 3: what you're doing and be around good people. And I

490
00:28:07,240 --> 00:28:10,320
Speaker 3: think that's It's as simple as it. Like, honestly, you

491
00:28:10,320 --> 00:28:13,040
Speaker 3: know what fun it at fifty, it'd be nice to

492
00:28:13,040 --> 00:28:15,040
Speaker 3: be sitting down at a nice dinner with a glass

493
00:28:15,040 --> 00:28:19,120
Speaker 3: of wine with family. That's it. That's like, those are

494
00:28:19,119 --> 00:28:21,080
Speaker 3: the best moments, right, So how do you have more

495
00:28:21,160 --> 00:28:25,520
Speaker 3: good moments and less bad moments? You have more good

496
00:28:25,600 --> 00:28:29,160
Speaker 3: moments by having good energy, and you reduce the bad

497
00:28:29,240 --> 00:28:33,440
Speaker 3: moments by staying away from bad energy. So just more

498
00:28:33,440 --> 00:28:36,400
Speaker 3: good energy, less bad energy. If I like someone they

499
00:28:36,400 --> 00:28:38,640
Speaker 3: have good energy, I spend more time. If I don't

500
00:28:38,720 --> 00:28:42,360
Speaker 3: like it, I avoid. So avoid the stupid stuff and

501
00:28:42,680 --> 00:28:45,040
Speaker 3: try to just focus on the good stuff. But keep

502
00:28:45,080 --> 00:28:49,800
Speaker 3: your expectations tempered, because you know, it's like when there's

503
00:28:49,840 --> 00:28:52,560
Speaker 3: a vacation coming up in a month, everyone's looking forward

504
00:28:52,600 --> 00:28:55,880
Speaker 3: to it is excited. It's like, it's okay to not

505
00:28:55,920 --> 00:28:58,480
Speaker 3: have something to look forward to. Be okay with that.

506
00:28:58,760 --> 00:29:00,720
Speaker 3: And I think that's when you have more joy in

507
00:29:00,720 --> 00:29:01,400
Speaker 3: your license.

508
00:29:01,800 --> 00:29:05,360
Speaker 2: Hey man, you've been incredibly generous from your time. It's

509
00:29:05,520 --> 00:29:07,520
Speaker 2: a remarkable story you too.

510
00:29:07,680 --> 00:29:09,760
Speaker 3: This has been fun. Why don't we get to play

511
00:29:09,760 --> 00:29:10,440
Speaker 3: ball whenever?

512
00:29:10,880 --> 00:29:13,320
Speaker 1: Whenever we'll play basketball. We can play pick a ball.

513
00:29:14,040 --> 00:29:16,080
Speaker 3: Oh no, basketball, I want to play basketball with you.

514
00:29:16,320 --> 00:29:18,600
Speaker 1: Let's all right, we're gonna play basketball. I'm gonna set it.

515
00:29:18,640 --> 00:29:19,760
Speaker 1: I'll text you. I'll set it up.

516
00:29:19,800 --> 00:29:21,360
Speaker 3: Text me one day. I would love that.

517
00:29:22,040 --> 00:29:24,400
Speaker 2: Okay, I've gotten back to where I'm playing a couple

518
00:29:24,400 --> 00:29:25,360
Speaker 2: of times times a week.

519
00:29:25,560 --> 00:29:30,080
Speaker 1: I want to see this, uh kind of awkward. Awkward.

520
00:29:30,360 --> 00:29:32,440
Speaker 3: But I'm a little bit better now, I'm a little

521
00:29:32,480 --> 00:29:32,800
Speaker 3: bit more.

522
00:29:33,400 --> 00:29:33,920
Speaker 1: But I want to.

523
00:29:34,000 --> 00:29:36,080
Speaker 2: But it's effective. It doesn't matter. It doesn't matter as

524
00:29:36,080 --> 00:29:38,480
Speaker 2: long as it goes in. Yeah, exactly, as long as

525
00:29:38,520 --> 00:29:40,840
Speaker 2: it goes nobody nobody cares. As long as it goes in,

526
00:29:41,160 --> 00:29:43,160
Speaker 2: and and then the and then the big thing is

527
00:29:43,240 --> 00:29:46,959
Speaker 2: is adults, we don't get hurt. Yeah, we don't get

528
00:29:47,040 --> 00:29:48,760
Speaker 2: hurt and have a couple and have a couple of coffee.

529
00:29:49,920 --> 00:29:52,280
Speaker 3: That sounds amazing, Jacob, thanks so much, man.

530
00:29:52,920 --> 00:29:57,240
Speaker 1: Of course, all right, Jacob was awesome with this time.

531
00:29:57,520 --> 00:29:59,160
Speaker 1: That was I learned so much.

532
00:29:59,200 --> 00:30:01,840
Speaker 2: And of course it makes you want to go get

533
00:30:01,840 --> 00:30:03,440
Speaker 2: a cup of coffee when you're just thinking about it,

534
00:30:03,520 --> 00:30:06,160
Speaker 2: especially with his love and passion for what he did,

535
00:30:06,200 --> 00:30:09,000
Speaker 2: plus love the idea of his dad knowing everyone's name,

536
00:30:09,040 --> 00:30:12,280
Speaker 2: everyone's story and telling them to not sit at the

537
00:30:12,320 --> 00:30:14,520
Speaker 2: same table with somebody else with the laptop and instead

538
00:30:14,520 --> 00:30:19,560
Speaker 2: of introduce themselves, it's just successful. People are successful for

539
00:30:19,640 --> 00:30:23,640
Speaker 2: a recent winners win as coaches like to say, thanks

540
00:30:23,680 --> 00:30:25,200
Speaker 2: so much for listening and Rand on the Doug gotlib

541
00:30:25,200 --> 00:30:28,040
Speaker 2: shows daily three to five Eastern called two Pacific. You

542
00:30:28,080 --> 00:30:30,680
Speaker 2: could listen on the iHeartRadio Act as well. I'm Doug Gotlieb.

543
00:30:30,680 --> 00:30:31,320
Speaker 2: This is all ball