Speaker 1: What's going on with contouring? Like, what is actually going
Speaker 1: on with contouring? I know that you take a blush
Speaker 1: brush and you go in like a figure eight motion
Speaker 1: on your face because you used to get under the
Speaker 1: cheekbones and it's darker, it kind of hides it. So
Speaker 1: it means that the cheatbone above it will come out.
Speaker 1: If you have a pronounced jaw like me, you'll do
Speaker 1: it there because it means it's gonna make it go
Speaker 1: away a little more. Um, it'll sculpt your nose and
Speaker 1: all this stuff. But like this thing, so I remember
Speaker 1: several years back when someone started putting dark makeup on
Speaker 1: my face and then smudging it in. I was like,
Speaker 1: what are you doing? It's contouring, but it was just
Speaker 1: like contouring light compared to now now everybody's drawing on
Speaker 1: their face with crayons like they're a clown. Like our
Speaker 1: face is so bad we need to like fully sculpt
Speaker 1: and give ourselves plastic surgery on the daily. Like what's
Speaker 1: what's wrong? Is something? I feel like I'm I'm doing
Speaker 1: dial up internet because I just take a brush and
Speaker 1: go around owned and I even have like a more
Speaker 1: specific brush, so I'll do the bronze are like under
Speaker 1: my cheekbone, just two because it looks like this is
Speaker 1: what the kids are doing. But literally, if you look,
Speaker 1: people are plastering their face. It's like brown makeup everywhere
Speaker 1: in crayon. And I don't understand it. I don't understand it.
Speaker 1: It's crazy. Does everyone's face need to be so sculpted
Speaker 1: and contoured? And we're looking for like Kendall weird mannequin
Speaker 1: like sculpted edges of a face. Are we supposed to
Speaker 1: look like Grace Slick and David Bowie mixed together? Like,
Speaker 1: I just don't understand why everybody's face has to be
Speaker 1: so contoured? What? What? What? What is it? Okay, just
Speaker 1: have a normal face or we only can have contoured faces.
Speaker 1: I'm just confused. What do you think about contouring? Is
Speaker 1: it that important? Am I missing something so major? I
Speaker 1: need to know what I'm missing. I'm not doing enough contouring.
Speaker 1: I know I can do more. I just bronze and
Speaker 1: I know I can do more contouring. I don't know how.
Speaker 1: And I feel left behind. I feel like I'm still
Speaker 1: on my Space and everybody else is on Instagram and
Speaker 1: and TikTok. I'm still on my Space. I still dial
Speaker 1: up Internet. I have a rotary telephone. People are gonna
Speaker 1: be contouring their vaginas. Suit literally contour your vagina, make
Speaker 1: it look more sculpted. Your vagina, you know it's it's
Speaker 1: too it's too plump. It needs to be sculpted more.
Speaker 1: You need more. There's certain areas your vagina that should
Speaker 1: be pronounced and certain they need to be hidden and
Speaker 1: highlighted to while you're at a highlight your vagina certain parts,
Speaker 1: but don't highlight other areas. I'm just not doing it right.
Speaker 1: And I just want to know if I'm alone or
Speaker 1: do I need like an anti contouring support group to join.
Speaker 1: My guest today is the founder of Nasty Gal, Sophia Amarusso.
Speaker 1: She went from working its subway at record shops even
Speaker 1: as a security guard, and built her business from the
Speaker 1: ground up. She started Nasty Gal as an Ebays shop,
Speaker 1: previously known as Nasty Gal Vintage. As the social media
Speaker 1: presence of the shop increased, the brand grew rapidly into
Speaker 1: the fashion giant we know today. Okay, so you started
Speaker 1: your business, um, Nasty Gale Vintage as what and on
Speaker 1: you were selling online? What type of clothes was eBay?
Speaker 1: I was selling? Vintage clothes on eBay okay, And how
Speaker 1: did it grow to be so huge? How big did
Speaker 1: it actually grow to? Yeah, I grewed over a hundred
Speaker 1: million dollars in revenue UM ten years um. And yeah,
Speaker 1: I started it when I was twenty two, and I
Speaker 1: don't have any business education. I had never worked in
Speaker 1: an office. I had never had a boss. The only
Speaker 1: office I've ever worked in my name has been on
Speaker 1: the lease on. I didn't have startup capital, it wasn't
Speaker 1: even a business. It was like I didn't want to
Speaker 1: work for other people. So I thought I could flip
Speaker 1: vintage on eBay, and I did, and I got really
Speaker 1: good at it, and then eventually launched my own website,
Speaker 1: um nasty Gale vintage dot com and started introducing new stuff.
Speaker 1: So I was going to trade shows and curating other
Speaker 1: people's products, and people like loved my curation, they loved
Speaker 1: the styling. You know, Nasty Gal had a very unique
Speaker 1: brand voice and the creative at the time was unique.
Speaker 1: And you know this was in two thousand, I mean
Speaker 1: it started in two thousand and seven, and so I
Speaker 1: bootstrapped it with like my eight seven Volvo, Like I
Speaker 1: paid five hundred dollars a month rent. I didn't like
Speaker 1: have loans or no one would have given me alone. Um,
Speaker 1: and I bootstrapped it from zero seventy five grand my
Speaker 1: first year to fifty one point one six and a
Speaker 1: half and then twelve and I owned a hundred percent
Speaker 1: of it, and then investors came in. So that's why
Speaker 1: I relate to that, because I had a business called
Speaker 1: Princess pesh Mi Ina in l A. And when you
Speaker 1: just said it wasn't a business, there were no words
Speaker 1: like entre a nerd or mogul. You were just selling
Speaker 1: clothing and making money pivoting. Yeah. No, I didn't know
Speaker 1: what any of that was, right, Um, but I'm so
Speaker 1: the first Now it makes a little more sense that
Speaker 1: you're saying the first year was seventy and then growing,
Speaker 1: because I was wondering, if you're doing those numbers, how
Speaker 1: were you literally doing it, meaning literally the boxes the clothing,
Speaker 1: Because people listening here want to start their own business,
Speaker 1: and you know, they might be great at baking cookies
Speaker 1: or making a salad dressing or have a good tech idea,
Speaker 1: but to pick to literally picture it, I'm trying to
Speaker 1: envision what was going on. You have evolvo. So how
Speaker 1: are you shipping things? It was before social media? How
Speaker 1: were you marketing? Like, what were you doing as a
Speaker 1: as a new business owner that didn't even know you
Speaker 1: were a business owner. You're just making money? Um? How
Speaker 1: did I figure that out? I mean I did it
Speaker 1: all in the beginning. I like every eBay seller, you know,
Speaker 1: an eBay and now Shopify and square space in these
Speaker 1: et sea in these different platforms give you the framework
Speaker 1: that you need to understand inventory and shipping and weighing
Speaker 1: and you know, managing customers and like uploading your photos
Speaker 1: and stuff that when you had a website, when you
Speaker 1: had to build an e commerce website and two thousand
Speaker 1: seven two thou eight, you were literally like skinning a site.
Speaker 1: You had a hire designer, you designed like a Photoshop
Speaker 1: file and like sliced it up and had somebody like
Speaker 1: literally engineered the entire thing. It was so much work. Um,
Speaker 1: but eb gave me like the framework of like what
Speaker 1: I needed to know to serve my customers, to keep
Speaker 1: them loyal, to market to them. Um, you know, I
Speaker 1: was able to develop my brand voice there. In terms
Speaker 1: of logistics, it's like every eBay seller has like a
Speaker 1: printer or a labeled printer, and you know, you hook
Speaker 1: it up. Now you have ship station. I think I
Speaker 1: was using USPS directly. You slap a label in a package,
Speaker 1: you take it to the post office. And then when
Speaker 1: there's too much, you know, when there was too much
Speaker 1: for me to ship, or when there was too much
Speaker 1: for me to do because the business was exploding, I
Speaker 1: first hired someone who did the things that I didn't
Speaker 1: absolutely need to do, like what is the best and
Speaker 1: highest purpose I can serve in my business? And that
Speaker 1: was the creative piece, the marketing piece, you know, the copyrighting,
Speaker 1: but not the product descriptions. I couldn't do every one
Speaker 1: of those. I didn't need to ship stuff. I was
Speaker 1: still doing all the photography, all the buying. Um, someone
Speaker 1: else steamed the clothes. Interesting, Okay, so you realized that
Speaker 1: early though, I mean, did someone mentor you and tell
Speaker 1: you that, or you just instinctively said toody to yourself,
Speaker 1: this is where I'm best used, and those are the
Speaker 1: weeds you needed somebody else. I mean, even I've had
Speaker 1: Cheryl Sandberg on here, and she's the number two to
Speaker 1: Mark Zuckerberg. She said to him, I want to do
Speaker 1: everything that you don't want to do. Mm hmm. Yeah.
Speaker 1: Eventually I had a CEO, UM, and I still had
Speaker 1: to do I think, no matter what, you have to
Speaker 1: do things that you don't want to do. It doesn't
Speaker 1: matter who you hire or who you you know, who
Speaker 1: you have under you, how amazing they are, how much
Speaker 1: you try to put yourself in a you know, in
Speaker 1: an elevated position to just deal with the things that
Speaker 1: you like. It's a job, even if you're working for yourself,
Speaker 1: even if you have support, it still ends up being
Speaker 1: a job. Um. And so yeah, from there it was like, Okay,
Speaker 1: I hired a dedicated shipping person, and I hire a
Speaker 1: dedicated you know, customer service person and a dedicated copywriter
Speaker 1: and someone to process returns. And it was like you know,
Speaker 1: ocean violation kind of nightmare. It was just like not warehouse.
Speaker 1: It was first, you know, a thousand square foot little
Speaker 1: studio in like a old shipping yard in beneath the
Speaker 1: California and then it became a seven thousand square foot
Speaker 1: warehouse in Emeryville. Actually it became a storefront in Berkeley,
Speaker 1: and then we outgrew that and then it became a
Speaker 1: warehouse in Emeryville. And we were doing all of our
Speaker 1: photography in house. Everything in house. You know, today you
Speaker 1: have these third party sticks companies that will house your
Speaker 1: inventory for you, they'll ship it for you, they'll process
Speaker 1: returns for you, you know, manage all of your inventory.
Speaker 1: And that stuff wasn't as plug and play as it
Speaker 1: is today. And so we did everything in the house,
Speaker 1: which in retrospect, I really wish we hadn't or you know,
Speaker 1: had the opportunity to, you know, kind of piecemeal out
Speaker 1: things that weren't essential to our business, um like logistics.
Speaker 1: You know, well, that's an interesting thing for business owners
Speaker 1: because many and it's about your personal bandwidth and business
Speaker 1: personality type. Because for me, I like to be a
Speaker 1: general contractor. I'm not interested in things being in the house.
Speaker 1: I'm not interested in and it can be less expensive
Speaker 1: to do that, but I don't want that headache. And
Speaker 1: um I don't think a lot of people even know
Speaker 1: that a lot of these resources exist that you can
Speaker 1: sub out a lot of things and then really focus
Speaker 1: on what you need to be focusing on. So you
Speaker 1: were kind of doing more than you needed to do,
Speaker 1: either because it didn't exist or you didn't really know
Speaker 1: how to connect those dots, right, I didn't really know
Speaker 1: what that meant, you know, And I think controlling the show,
Speaker 1: Like I just, I did not have manage people to
Speaker 1: begin with, but it just felt more fluid to have
Speaker 1: somebody there like all the time, who was an employee,
Speaker 1: who is dedicated to that business and not juggling different
Speaker 1: you know, projects. And today with business Class, it's a
Speaker 1: sizable business, but I don't. I have one employee and
Speaker 1: she's amazing, and everyone else is a contractor. Because I
Speaker 1: can talk about leadership, I can talk about management. I
Speaker 1: know a lot about it. I've worked with incredible leaders.
Speaker 1: I honestly think I'm okay. I'm just okay at it.
Speaker 1: And like I said, I want to I want to
Speaker 1: play to my best and highest um and having conversations
Speaker 1: with someone every six months about growth in the company
Speaker 1: or three months or they join and two months later
Speaker 1: they want a promotion and you lay someone off and
Speaker 1: they sue you, Like I just, I've can't deal with
Speaker 1: it anymore. And I did it for fifteen years. And
Speaker 1: you know, I love the team that I work with.
Speaker 1: I consider them my team, but they also get to
Speaker 1: go build their businesses. And now I'm a client my
Speaker 1: first employee business class was a full time employee and
Speaker 1: she left to start her own agency. I'm one of
Speaker 1: her clients, and it's it's excellent. It couldn't be better, right,
Speaker 1: I agree with you. I actually it's very It's interesting
Speaker 1: that you say that, because you can be successful at
Speaker 1: business and really not be good at many areas of business.
Speaker 1: I mean, you have to know what you don't know.
Speaker 1: And I find that the time, suck and drain of
Speaker 1: managing people is not for everyone, and even in a
Speaker 1: way that it could be something so ridiculous, like my
Speaker 1: assistants gonna laugh in front of me because I didn't
Speaker 1: know someone that was working for me. Get everyone off
Speaker 1: Veterans Day. Okay, that sounds reasonable, great, it's Veteran's Day.
Speaker 1: Then on that day only banks were closed, like my
Speaker 1: daughter was in school, and all my assistants friends were working,
Speaker 1: and I was like, why is everybody working? And they're like,
Speaker 1: I don't know. We didn't know why you gave us
Speaker 1: all Veterans Day because I didn't know, like an HR
Speaker 1: and what policy is if you're taking off, how much
Speaker 1: notice do you have to give? I'm not I'm a
Speaker 1: free spirit in that way, so some people could be
Speaker 1: bogged down and fail in business because of the weeds
Speaker 1: of those things. That don't mean you're a good or
Speaker 1: bad business person. Honestly, it's really like refreshing to relate
Speaker 1: to somebody on this topic because I have a lot
Speaker 1: of guilt over it, because you know, I didn't build
Speaker 1: a great culture at Nasty Gale, because they didn't build
Speaker 1: an intentional culture, and I didn't know what culture meant.
Speaker 1: When you hire a hundred people in a year, when
Speaker 1: you're just like shooting from the hip like a total,
Speaker 1: you know, accidental entrepreneur, it's a mess. You know, in
Speaker 1: business class, I teach like, you have to think about
Speaker 1: your culture even before you hire your first employee, because
Speaker 1: the way you two work together, it's going to be
Speaker 1: the way that it scales, the way that ten people
Speaker 1: work together. And if that's not intentional and you haven't
Speaker 1: thought about what that looks like, it's a mess. I
Speaker 1: love that you're being transparent about this, by the way,
Speaker 1: because you know, I didn't know the word culture either.
Speaker 1: The way I came up, I used to work for
Speaker 1: Linda and Jerry Bruckheimer. As one of the ten people
Speaker 1: I was an assistant for Kathy Hilton. I worked in
Speaker 1: Lauren Michael's office. My culture was the Jeffrey Katzenberg culture,
Speaker 1: which he says, if you don't if you don't want
Speaker 1: to work on Sunday, don't if you don't want to
Speaker 1: work on Saturday, don't bother coming in on Sunday. That's
Speaker 1: the quote that got him in trouble because now we
Speaker 1: have places like Google that have work life balance. I
Speaker 1: didn't come up in work life balance. I'm fifty one
Speaker 1: years old. I came up in you fucking work your
Speaker 1: ass off, no one's counting anything, and you kill yourself
Speaker 1: and you are successful. And that's how it is. I
Speaker 1: didn't come up in the time of every single thing.
Speaker 1: I don't relate. I don't relate. I get it now,
Speaker 1: but it's kind of I have to like bolt on
Speaker 1: yes and understand like what this generation needs to just
Speaker 1: want to keep their jobs, not even be successful, but
Speaker 1: like not quit. And there's a law of criteria. And
Speaker 1: I used to think, you know, like this is how
Speaker 1: I walk like, I walk through the office with purpose.
Speaker 1: I have things to do. Everybody has things to do.
Speaker 1: And the way I used to think was like, wait,
Speaker 1: I'm paying you sometimes more than I'm being paid. Often,
Speaker 1: why aren't you walking as fast as me? Because it's
Speaker 1: not their business and they don't care as much. But
Speaker 1: I didn't know that. I didn't know that. And that's
Speaker 1: not that doesn't scale, that's not the spirit that inspires people.
Speaker 1: I get it. I get it. I get it. I
Speaker 1: really get it. But it's funny because I recently had
Speaker 1: a conversation. If you check in the way you check
Speaker 1: in your own relationship, like you check in with these,
Speaker 1: these are wants, these are needs, like as as a partner,
Speaker 1: this is what I want, this is what I need.
Speaker 1: You can do that with with staff too, or or
Speaker 1: also be like what paid do you want? Do you
Speaker 1: want to go to distance? Here? It's okay if you
Speaker 1: just want to work and you just want a job,
Speaker 1: because people want a job, and I'll pay you and
Speaker 1: you'll do your job and that's great. Do you want
Speaker 1: to go the distance? Do you want a career and
Speaker 1: not want us to want that? Or maybe they don't
Speaker 1: want to be in this business they want to be
Speaker 1: so I'll have those conversation. Asians and I have changed
Speaker 1: in the sense that work life balance. Not everyone wants
Speaker 1: to be texting twenty four hours a day just because
Speaker 1: I do. I kind of I'm like an elder millennial,
Speaker 1: but I've kind of become a slightly younger millennial and
Speaker 1: the way that I want to live because I have
Speaker 1: burnt out, and like I mentioned, I'm spending a lot
Speaker 1: of time in Kauai, and the way my existing business
Speaker 1: works is that I have sprints in the spring and
Speaker 1: sprints in the fall. We enroll students in business class
Speaker 1: for a period of ten days and we're doing it
Speaker 1: right now, doors clothed. We kick it off. I do
Speaker 1: one zoom call a week, and the content it's relatively
Speaker 1: kind of like self. Let I logged into the community,
Speaker 1: I talked to students, but I'm not teaching this live
Speaker 1: and killing yourself and killing myself. And then I'm like
Speaker 1: almost like months off in between, you know, as someone
Speaker 1: who is saying all of these things about how you
Speaker 1: know I used to I've evolved and kind of burnt
Speaker 1: myself out in the same way like this generation knew
Speaker 1: that Burnett existed and decided not to accept it before
Speaker 1: they burnt out and demanded it. And it's like, I
Speaker 1: guess I've paved the way for other people to see
Speaker 1: that burnout is no fun and show up at two
Speaker 1: years old and say, like, I'm not gonna kill myself
Speaker 1: for you. At the same time, when I think about
Speaker 1: growth in a company, or think about bonuses in terms
Speaker 1: of getting ahead, like you get to keep your job
Speaker 1: for doing your job. If you want to get ahead,
Speaker 1: you do have to do extra. I agree, there's a
Speaker 1: there's a happy medium between burnout and hustle. Yeah, like
Speaker 1: you have to do boring. You have to have ideas.
Speaker 1: You don't just do your job like you bring ideas,
Speaker 1: like you find solutions. You don't come to You don't
Speaker 1: just do your job. So I still am like you know,
Speaker 1: I you know, just just doing a good job doesn't
Speaker 1: meet you a bonus. The company has to make money
Speaker 1: to afford the bonus, you know. So there's stuff like
Speaker 1: that that like might seem a little more old school,
Speaker 1: but like I've just blown so much money trying to
Speaker 1: keep people happy that Yeah, they're are definitely like areas
Speaker 1: where I'm like, it's a business. This is what needs
Speaker 1: to happen. It's not show friends, it's show business. And
Speaker 1: you can have that be part of your culture too.
Speaker 1: You have to add value. You're not just here to
Speaker 1: be here and to push paper. There has to be
Speaker 1: a value add that's like anything else. It is business.
Speaker 1: So about the Benjamin's, but you don't get to rest, Yeah, exactly,
Speaker 1: So okay, so this is that's a very That's just
Speaker 1: a great different conversation that I haven't had here in
Speaker 1: an important one. I think too. And we're different ages.
Speaker 1: But you you burned out way earlier. And I do
Speaker 1: want for myself and for having around me a work
Speaker 1: life balance where I create a fun environment and there's
Speaker 1: a lot going on and it's alive. But then let's
Speaker 1: not just be working to work. Let's chill when we
Speaker 1: can chill. So you were killing yourself and you didn't
Speaker 1: know entirely what you were doing, and you were making money,
Speaker 1: and then it sounds like the ship went sideways. It
Speaker 1: sounds like a couple of things happened. The ship went sideways.
Speaker 1: You sold, and based on the numbers that it sounded
Speaker 1: like your business was making, you didn't sell for enough
Speaker 1: that much money based on what you were making. So
Speaker 1: there was either debt or this sounds like there's something. Eventually,
Speaker 1: there was debt. I mean, it's like I brought in
Speaker 1: grown ups and I was like, you know, you've had
Speaker 1: a career at that point, it was in my twenties.
Speaker 1: You've had a career for twenty five years. I'm twenty five, right,
Speaker 1: You've had a career for as long as I've been alive.
Speaker 1: You're an executive, Like, I didn't really understand management. I
Speaker 1: didn't understand that even C level executives need to be
Speaker 1: held accountable and that just because they say they're going
Speaker 1: to do they say they're going to do something, doesn't
Speaker 1: mean they're going to do it or do it on time.
Speaker 1: Because when I say I'm going to do something, I
Speaker 1: just do it. And I thought that other people held
Speaker 1: themselves accountable in that way. And that's not necessarily mean
Speaker 1: taxes or filing Like what do you mean now? I
Speaker 1: mean just like getting things done, like just completing projects,
Speaker 1: just running the show, just implementing an e ERP system
Speaker 1: in the warehouse and getting software to talk to like
Speaker 1: other software, like whenever those things are building the app,
Speaker 1: getting that out on time. You know, Um, I know
Speaker 1: I was. I don't think I was a leader who
Speaker 1: really lad an executive team to work cohesively. Um I did.
Speaker 1: People were going to get things done, But you weren't
Speaker 1: technically managing it. To you, I thought they were going
Speaker 1: to die business. I thought they diagnosed the business and
Speaker 1: go treat it um. And that's not always what happens.
Speaker 1: And um, I thought, you know, I knew what. I
Speaker 1: didn't know enough to be like, I don't really know
Speaker 1: a lot like the you know, I boothsdropped the business.
Speaker 1: I didn't have to understand the financials because it was profitable.
Speaker 1: I understood, I sell something for more than I paid
Speaker 1: for it. I don't. I reinvest some of the money
Speaker 1: in more inventory, not too much, and I don't. I
Speaker 1: just like, keep money in the bank, don't spend all
Speaker 1: the money that's business. To me, I didn't. It becomes
Speaker 1: so much more complex in reading A P and L
Speaker 1: five six years in for the first time, because I
Speaker 1: didn't really need to. Oh, I get exactly exactly the hockey.
Speaker 1: I learned really quickly, but the learning curve that I
Speaker 1: hit at one point was so steep that I just couldn't.
Speaker 1: It was like this, and I was like this, and
Speaker 1: I'm I learned so quickly, and it was just it
Speaker 1: was so much um kinda um. And so what happened,
Speaker 1: um boots trapped the company. It was on its way
Speaker 1: to twenty eight million, and after twelve million, bootstrapped to
Speaker 1: twelve million pcent of it, investors came in and plowed.
Speaker 1: They said, your company's worth fifty million dollars. That's ten
Speaker 1: times revenue for an apparel business, ten times forward facing revenue.
Speaker 1: That's not normal apparel businesses traded like two times you know, revenue.
Speaker 1: So it was a venture investment, and they priced it
Speaker 1: like it was a tech company, and you know, they
Speaker 1: would expect it to eventually become a billion dollar business. Eventually,
Speaker 1: we built it two hundred million dollars in revenue. At
Speaker 1: that point, they had invested fifty million dollars. Some of
Speaker 1: that money became mine, most of it went into the business. UM,
Speaker 1: and so I was able to sell my stock some
Speaker 1: of my stock along the way, which in retrospect, had
Speaker 1: I not done that, my life would be very different.
Speaker 1: UM built it to over hundred million in revenue. But
Speaker 1: you know, sat down with these guys again, everybody knew
Speaker 1: more than me, and I don't want to, you know,
Speaker 1: I have plenty of responsibility here, but we we're doing
Speaker 1: eight million. And then they came in and we said, okay, well,
Speaker 1: based on the growth next year, we're going to do
Speaker 1: a hundred and eight million, and we just round we
Speaker 1: literally rounded up our projections by a hundred million dollars,
Speaker 1: like on the dollar, which is just so random, and
Speaker 1: how do you like, where are we getting these numbers?
Speaker 1: We hired a hundred people, um and and it got
Speaker 1: very expensive. We rented, uh, we leased, you know, had
Speaker 1: a ten year lease on a I don't know what
Speaker 1: it sounds like a ship show hundred people and said
Speaker 1: million dollars based on twenty eight million dollars. It's insanity.
Speaker 1: It was insanity, UM. But it was hard for me
Speaker 1: to raise money after that because they had overpriced the business.
Speaker 1: So a typical like private equity guy could come in
Speaker 1: and maybe he would have valued the company at two
Speaker 1: hundred millions, but because they had paid three fifty million dollars,
Speaker 1: they didn't want to take delution or you know, in
Speaker 1: basic terms, they didn't want their stock to be worth
Speaker 1: less or to drop. So I was kind of like
Speaker 1: blocked from taking more investment that would have like funded
Speaker 1: the business to keep going or find its way to
Speaker 1: an acquisition. At the end, we had we had ventured
Speaker 1: at UM. We sales had kind of plateaued. You know,
Speaker 1: we had built a company to over a hundred million
Speaker 1: dollars UM, and there were opportunities to sell. There was
Speaker 1: an opportunity to sell in like ah years before everything
Speaker 1: ended for over four hundred million dollars there and I
Speaker 1: owned of the business. And there was a piece of paper, Like,
Speaker 1: there was a piece of paper. Here's our intent. It
Speaker 1: was out it was an outfort of clothing for urban people. Um.
Speaker 1: And that was there, and my investors said, and I'd
Speaker 1: spent a ton of time with them, I had flown
Speaker 1: to Philly, and my investors had asked for more and
Speaker 1: the deal went away. Um. So there's just like it
Speaker 1: was just like it was the highest highs and the
Speaker 1: lowest lows and the most fun and like so much
Speaker 1: drinking and so much travel and like you know, it
Speaker 1: was it was like the best experience of my life. Um.
Speaker 1: And eventually, you know, hail Mary after Hail Mary, opportunity
Speaker 1: to sell you know, cock blocking of investments, uh from
Speaker 1: like you know, potential future investors, lots of them, you know,
Speaker 1: building a city culture you know, um, layoffs. People hating that,
Speaker 1: like obviously, you know, it's like it became it just
Speaker 1: became unwieldy, and by you know, we had a We
Speaker 1: had an opportunity to either reorganize the business you know
Speaker 1: in chapter eleven and start again, and everybody's stock goes
Speaker 1: to zero. We refinance it. It is a business. It
Speaker 1: was a business with like a lot of revenue, but
Speaker 1: it was a business that was you know, bleeding cash
Speaker 1: and and had plat the revenue had plateaued. But that's
Speaker 1: very interesting for people listening, because you can have a
Speaker 1: successful business that can fail. Like you had good products,
Speaker 1: you were selling good products, you had money coming in,
Speaker 1: but you you really we're swallowing and drowning and other stuff,
Speaker 1: and that can happen to people. I mean, the last
Speaker 1: year and a half, I was a little checked out.
Speaker 1: I had removed myself as the CEO. I didn't like
Speaker 1: that job. I wanted to work more on the creative
Speaker 1: parts of the business, so I brought in someone to
Speaker 1: be the CEO for the last year and a half.
Speaker 1: I don't know how different things would have gone had
Speaker 1: I not done that, but I did do that, and
Speaker 1: then at the end, it was, um, you know again,
Speaker 1: hail Mary after hail Mary. It's hard to summarize exactly
Speaker 1: what happened, Like I don't you know. I've talked to
Speaker 1: former employees and they're like, I think it was that
Speaker 1: person who did it or you know, and I have
Speaker 1: like plenty of responsibility in it. UM. But we sold
Speaker 1: the company for twenty million dollars UM, which is which
Speaker 1: it could have written it to the zero. That sounds
Speaker 1: sold a company for twenty million dollars, but everybody's stock
Speaker 1: went to zero. Like we sold it for twenty million,
Speaker 1: but it was in bank ckruptcy, so everybody was wiped out,
Speaker 1: and that twenty million dollars went to pay pay down
Speaker 1: the deaths that we had UM and we sold it
Speaker 1: to a company called Boo Hoo, which is like a
Speaker 1: fast fashion retailer out of Manchester UM and they've kind
Speaker 1: of I mean, the clothes are super cheap, and but
Speaker 1: I feel like they've done a decent job of maintaining
Speaker 1: the spirit of the brand and it lives on and
Speaker 1: like I had a great run. You know, when you
Speaker 1: start a business and you have investors, you can't quit
Speaker 1: and you can't really be fired unless you do something
Speaker 1: they don't they want you to be there. Right as
Speaker 1: a founder, I kind of didn't want to be there
Speaker 1: and I think, of course that's reflected and probably how
Speaker 1: things wound up, um, but I have to say like,
Speaker 1: and it's sucked up. Like, but with everything that I
Speaker 1: went through, you know, exiting the business was a little
Speaker 1: bit of a relief. And you know, I don't want
Speaker 1: to say that. I don't want former Poise to hear that,
Speaker 1: but it's the truth. No, you can be on a
Speaker 1: tread I have. I have spent a lot of time
Speaker 1: streamlining things that I do because you could literally get
Speaker 1: so exhausted and please people listening who have businesses, and
Speaker 1: you may not understand every detail of these stories, but like,
Speaker 1: you can get to the point where you just don't
Speaker 1: want to do anything anymore. You literally want off the ride.
Speaker 1: You're not making rational decisions. There's real money coming in,
Speaker 1: but you want off the ride and you just want
Speaker 1: to do one off things that you make money on,
Speaker 1: get the money, and that's it. You don't want to
Speaker 1: be in the com web under to under toe. Yeah,
Speaker 1: if you start a business and you think you're going
Speaker 1: to work for yourself, but you can't, you kind of
Speaker 1: can't quit, And if you work for someone else, you
Speaker 1: can quit. If you do a project, you write a book, right,
Speaker 1: you write a TV show, you um, consult whatever you know,
Speaker 1: you're doing a parents you get paid to doing apparance,
Speaker 1: You get your money and whatever this stuff is like
Speaker 1: and busting our asses and you know, building businesses is
Speaker 1: it gave us the opportunity to be on this podcast
Speaker 1: and write books, and that built our credibility. So I
Speaker 1: don't want to dissuade anybody from doing that. But you
Speaker 1: have to understand that you can't quit, like when you
Speaker 1: have a job. You know, anytime you start something, if
Speaker 1: it works, you're you're like in it and you can
Speaker 1: you can shut it down. But often if it's working,
Speaker 1: the opportunity cost of shutting it down, um or even
Speaker 1: selling it then you work for someone else in your
Speaker 1: life is a nightmare. Like even selling your company sounds
Speaker 1: like amazing, but then you have like golden handcuffs and
Speaker 1: then you you hold into them and it's it's it's another,
Speaker 1: it's another. Nothing are easy, None of it's easy. None
Speaker 1: of it's shackled to. You have another your shackle to
Speaker 1: somebody else. I would say I wrote a book called
Speaker 1: I Stuck a Relationships, so you don't have to because
Speaker 1: I had learned so much from failures, and I feel like,
Speaker 1: you know, you have learned way more and are teaching
Speaker 1: people about failures that you've experienced. I mean, even this
Speaker 1: conversation alone is not about all the great smart things
Speaker 1: you've done and all the ways you've handled yourselves with
Speaker 1: handled yourself with perfection. It's it's it's it's undeniable. You
Speaker 1: had a great idea, you were good at executing it,
Speaker 1: you were creative, you were ahead of your time. You're
Speaker 1: good at marketing and creating a brand. But you know,
Speaker 1: you made a hell of a lot of mistakes to
Speaker 1: which I totally relate to. I've couldn't write a book
Speaker 1: called like cave or something. Yeah, you know, I mean
Speaker 1: there's a thousand metaphors between like pigs get fat and
Speaker 1: hogs get slaughtered and all that we could bring up
Speaker 1: that went on in your experience. So the what's the
Speaker 1: whole bankruptcy thing? That was something that I don't know
Speaker 1: what what stage that happened, but what what did that mean?
Speaker 1: That has to do with the twenty million dollars because
Speaker 1: the company was in debt? What does the bankruptcy thing about? Okay,
Speaker 1: that was part of that of that in bankruptcy. We
Speaker 1: sold off the assets for twenty which is mostly the
Speaker 1: intellectual property. Okay, so I get that. So so now
Speaker 1: where does Netflix? Where does girl Boss coming? The book
Speaker 1: the show Netflix. That's where we are now, that discussion
Speaker 1: along the way. So Nasty Gal ended in late Um
Speaker 1: in the spring had written a book called girl Boss
Speaker 1: and it was about my story building Nasty ow Um,
Speaker 1: which was an unlikely story. It was like a very
Speaker 1: angry teenager sort an eBay store. You know. It was
Speaker 1: a year after lenin Geryl Sandbord you had mentioned book
Speaker 1: had come out, and they were like, literally the only
Speaker 1: book in the women's business section was maybe like Susie Orman,
Speaker 1: like it just wasn't there. And my story was one
Speaker 1: that for every girl who wants to open, you know,
Speaker 1: a small shop on the internet was relatable because there
Speaker 1: are so many unlikely entrepreneurs out there, and in the
Speaker 1: past it meant, you know, it meant you have to
Speaker 1: have a degree or something, and the Internet made this
Speaker 1: possible for all of us. Um. So I wrote this
Speaker 1: book called girl Boss that's spent eighteen weeks on the
Speaker 1: New York Times bestseller list. Um became a phenomenon and
Speaker 1: a word that was in the zeit guys, that became
Speaker 1: like totally out of my control and amazing, and so
Speaker 1: the book did extremely well. You're responsible for that word, like, yeah, yeah,
Speaker 1: I didn't know. For example, it's so funny if I
Speaker 1: ordered Margarita and then they skinny Margarita, I'm like, I
Speaker 1: invented that. They're like, ha ha, I know, I actually
Speaker 1: invented that. So I've heard So we've all heard girl Boss,
Speaker 1: but we don't just like, you know, I know that
Speaker 1: Paris Hilton started That's Hot, and uh, Christian Sirianni started Fierce,
Speaker 1: but I didn't know that you started girl Okay, and
Speaker 1: I know the term and I but I didn't know
Speaker 1: that you started the term totally. Yeah, I'm responsible for that.
Speaker 1: UM And you know, Charlie Sarah got a copy of
Speaker 1: it and w me my agency at my agency put
Speaker 1: us in touch and we had a meeting and we
Speaker 1: were like, cool, let's she has a production company and
Speaker 1: we were like, great, let's do this. Let's find someone
Speaker 1: to write it, Let's find a showrunner. Found Kay Cannon
Speaker 1: who had and pitch Perfect and pitch Perfect too. Found
Speaker 1: a director Christian did Her, who was great. UM took
Speaker 1: it to Netflix and they bought it in the room
Speaker 1: and they sent it straight to um what's it called,
Speaker 1: not development like production, like they say it straight to
Speaker 1: They didn't make us do a pilot, um and yeah.
Speaker 1: And so basically there's a show on Netflix one season
Speaker 1: where there's a girl named Sophia in San Francisco starting
Speaker 1: an eBay store called Nasty Gal, working the lobby of
Speaker 1: Arts school, which was my last job, um, you know,
Speaker 1: stealing ship, which is what I did. Um. And you know,
Speaker 1: by the end of the first season, she's launched an
Speaker 1: eBay store and like sells out of everything, which you know,
Speaker 1: or she launches her website. She leaves Abay, launches her
Speaker 1: website and sells out of everything. And it's like wow, Um,
Speaker 1: so that was wild, you know, and I think I
Speaker 1: mean again, like I knew that could have gone any
Speaker 1: number of directions. The show came out four months after
Speaker 1: Nasty All fell apart, not good timing, and it was
Speaker 1: you know, in November of sixteen, was when Trump won
Speaker 1: and Hillary lost. The Women's movement started the word girl
Speaker 1: boss and a show about like an angry girl, just
Speaker 1: like a white girl, privileged white girl being like you know,
Speaker 1: angry and an unlikable character and a show called girl
Speaker 1: Boss not being an example of women in the workplace
Speaker 1: was like it was just like it was like held
Speaker 1: to a different standard. My story had changed. So here
Speaker 1: I am in seventeen four months after leaving my company,
Speaker 1: and there's a hundred thirty million people and I don't
Speaker 1: know how an hundred countries, Uh, watching a show with
Speaker 1: a person named Sophia building a company called nasty Gal
Speaker 1: when I was no longer involved. So I'm trying to
Speaker 1: move on and the whole world is cleaning out about
Speaker 1: nasty Gal and my story and it was just like. Also,
Speaker 1: in prior to the bankruptcy, my husband of a year
Speaker 1: left me and I was on the cover of Forbes,
Speaker 1: So it was like you sixteen, like cover Forbes because
Speaker 1: my stock was worth a lot m husband bailed. Uh.
Speaker 1: That was the summer company fell apart November. Netflix series
Speaker 1: came out April. Like that year was such a mind fuck.
Speaker 1: Um well, I mean it's like being back at your
Speaker 1: company again when you have fifty things coming at you
Speaker 1: and it's a ship show. Is just a different ship show.
Speaker 1: That's unbelievable. It was total whip last Wow. Yeah, yeah,
Speaker 1: that is okay. Wow, So that when did that whole
Speaker 1: storm pass and like you got to reinvent and be
Speaker 1: a new person and just like not feel all of
Speaker 1: that pretty immediately because I got up and I started
Speaker 1: a company called girl Boss, and I held a conference
Speaker 1: called the girl Boss Rally, and I did that in
Speaker 1: March actually before the Netflix series. UM, I hadn't. I
Speaker 1: raised a little bit of money UM and had a
Speaker 1: conference with five women called the girl Boss Rally. Eventually,
Speaker 1: you know, had twenty five people, built that maybe like
Speaker 1: five million in revenue of the course of a few years,
Speaker 1: and sold that at the end of twenty nineteen, right
Speaker 1: before the pandemic. So it was I had a podcast
Speaker 1: for five years called girl Boss Radio, so that was
Speaker 1: part of it. We had a newsletter. We worked with brands,
Speaker 1: so we did like large brand partnerships that lived across
Speaker 1: you know, the newsletter, my podcast. It was all kind
Speaker 1: of integrated in like the different properties that we had,
Speaker 1: including the conference and experiential or events. Was a large
Speaker 1: part of that. UM and then the pandemic happened, so
Speaker 1: I had sold the company, was still in the company
Speaker 1: pandemic happened. Reb a new brands pulled all their dollars,
Speaker 1: brands weren't sponsoring anything. That's there's people in fucking trucks
Speaker 1: in New York, you know. Um. And so the company
Speaker 1: actually sold again and I left. I was just like,
Speaker 1: I'm not starting my company over. I could have stayed,
Speaker 1: but I'm just I'm selfish enough at this point to
Speaker 1: be like, I'm not going to martyr myself and found
Speaker 1: my own company again. Like if some you know, I
Speaker 1: just as a founder, if you know, I always feel
Speaker 1: like I have to stay and I have to be
Speaker 1: I'm so passionate that like I would do anything and
Speaker 1: die and start over. And no, I'm just not. I
Speaker 1: don't do that, Like I don't do that and um.
Speaker 1: And then went on to start business Class, which is
Speaker 1: very digital, very you know, the contents digital, the community's digital.
Speaker 1: I marketed digitally, you know, UM. And I'm working directly
Speaker 1: with my audience rather than you know, I don't have investors.
Speaker 1: I bootstrapped it. I don't have stakeholders. I one employee.
Speaker 1: You know, nobody's really affected by what I do other
Speaker 1: than my end like my community. And so if they're
Speaker 1: happy and they're loving business Class, that's all that matters
Speaker 1: and so there's not this like different masters like investors
Speaker 1: and employees and you know, brand on a treadmill. You
Speaker 1: can do an event and you don't have to do one.
Speaker 1: You could do one. Engage people have a conversation or
Speaker 1: you don't have to have a conversation. You don't. You
Speaker 1: don't owe anybody anything except for what you you know,
Speaker 1: like a good relationship. Wow. What And I imagine you're
Speaker 1: sharing all of these stories with them and like it's
Speaker 1: just you know, wow. I I understand a lot of
Speaker 1: what you were saying, I mean the spirit of it
Speaker 1: and the mistakes of it and the shackles of it.
Speaker 1: And I think that the overall takeaway is that people
Speaker 1: need to understand their own business style, what they want
Speaker 1: their business culture to be, who they want to surround
Speaker 1: themselves with, and also understand that the chess cam can
Speaker 1: get complicated, Like you were talking about more and more
Speaker 1: tentacles being like wrapped around you, Like you had more
Speaker 1: doing one thing. You put one ft in front of
Speaker 1: the other, and then all of a sudden you're in
Speaker 1: some woods. Sometimes it's good to be on a journey
Speaker 1: and you end up somewhere great. Sometimes you get like
Speaker 1: stuck in the middle of a deep, dark forest and
Speaker 1: you don't know how to get out. You're swimming halfway
Speaker 1: from Cuba to Florida and you have no idea whether
Speaker 1: to keep going or to go back. You're just drowning.
Speaker 1: It happened, it can happen, and it's that's a cautionary
Speaker 1: tale for business, and I really do understand it, and
Speaker 1: people have to take their own temperatures and not get
Speaker 1: in too deep because truthfully, pigs do get fat and
Speaker 1: hogs gets watered. You get into deep and everything sounds good,
Speaker 1: and you could drown. So I think that's very different
Speaker 1: conversation than we've had on the show and super important. Honestly,
Speaker 1: an amazing story. But I wouldn't have changed anything, you know,
Speaker 1: because you know, I've I've kind of viewed my experience
Speaker 1: as an opportunity to learn about myself. So how I
Speaker 1: am as a leader, maybe the way I am in
Speaker 1: a relationship, you know, like the feedback I get, you know,
Speaker 1: from my employees, even if I don't like it, sometimes
Speaker 1: it's an opportunity for me to learn, you know, UM.
Speaker 1: And so it's just been like I wouldn't trade any
Speaker 1: of it, um, and I want I say yes to
Speaker 1: things even when I know they may not work out,
Speaker 1: like a Netflix series or you know, raising a ton
Speaker 1: of money. It probably could have sold my business for
Speaker 1: a hundred million dollars when I own a hundred percent
Speaker 1: of it, you know, and been like on the journey.
Speaker 1: And so I guess I kind of and this feels
Speaker 1: really cavalier. And maybe as I get older, I don't
Speaker 1: necessarily I'm not making decisions like this. But I've always thought,
Speaker 1: you know, if I can look back on my life
Speaker 1: and it's like an entertaining story or would make a
Speaker 1: good book or would make good content, like, I'll say
Speaker 1: yes to it. Um. But that kind of gets old.
Speaker 1: And now I'm you know, I'll be thirty eight in
Speaker 1: a few weeks, and I'm thinking about the rest of
Speaker 1: my life, and my mortality is kind of kicking in.
Speaker 1: And do I want a family? Do I want to
Speaker 1: just travel the world? Do I like I can do anything.
Speaker 1: I'm single for the first time in like a decade.
Speaker 1: I'm going on dates. No, he's taking me on I
Speaker 1: mean boyfriends, but like I've never dated, Like I've never
Speaker 1: gone on dates with strangers. And so I'm like literally
Speaker 1: a month into and four months out of relationship. But
Speaker 1: I'm like, it's just like a totally weird fresh ripe,
Speaker 1: you know, transitional time for me, And yeah, I think
Speaker 1: you should eat pray love. It's once you get entangled
Speaker 1: in having kids and being on that road and you'll
Speaker 1: have new tentacles on. You have a new master and
Speaker 1: that doesn't sound like something you like, and you do
Speaker 1: have time. I would just because you said it. Now
Speaker 1: it's out there, so I would travel the world. I would.
Speaker 1: I mean, you know, I want to take my I
Speaker 1: would love take my daughter out of school home school
Speaker 1: here and just go live in Italy for six months
Speaker 1: and make pasta like I have a free spirit vibe.
Speaker 1: And my assistants always say, you can't do that, you
Speaker 1: have to come back. You can't do that either, come
Speaker 1: back that you can't do. Eventually, I booked an airline
Speaker 1: ticket on April nine to go to Europe on a whim,
Speaker 1: so I'm going at the end of next month, and um,
Speaker 1: I don't have anything booked. But I pinned my friend
Speaker 1: who I know is like staying in like Como, and
Speaker 1: he was like, he's like actually living there and has
Speaker 1: like guest bedrooms and it's like just come like, stay
Speaker 1: here as long as you want. So, speaking of Italy,
Speaker 1: I'm just like, I'm gonna get on Riya in like
Speaker 1: Paris and see I love it to see who likes me. Yeah, hey,
Speaker 1: that's awesome. Um wow, Well what an interesting person, what
Speaker 1: an interesting conversation. I appreciate you being so transparent. I
Speaker 1: can't wait to hear what you work on next and
Speaker 1: where you end up eating and praying and loving after Italy.
Speaker 1: So I appreciate it. I can't wait to tell Andy
Speaker 1: I met you. Yeah, yeah, it's so nice to finally
Speaker 1: meet you. I liked your show, I like your spirit
Speaker 1: and your attitude, and I've always just kind of from
Speaker 1: a distance related to you in some weird way. So
Speaker 1: it's nice to meet you. Well, thank you. Nice to
Speaker 1: meet you too. If you end up in Poland, you
Speaker 1: can go visit our warehouse. But be strong because, like
Speaker 1: you know, a lot of relief works. So if you
Speaker 1: end up having to be part of your prey journey,
Speaker 1: let me know. But it was really nice to meet you,
Speaker 1: and you too, I guess rose and thorn what your
Speaker 1: rose and thorn of the whole thing was the whole experience?
Speaker 1: Your business? Yeah, your business my business. I mean, I
Speaker 1: mean the Rose is having, like the Beasts, a life
Speaker 1: that I could never have imagined, and I still do.
Speaker 1: But like that trip, that trip, just that whole trip
Speaker 1: is doesn't happen, and then Thorn just lost, you know,
Speaker 1: and out running it, starting another busin this and girl
Speaker 1: Boss and trying to stay relevant and aging, and I
Speaker 1: mean I could go on, but I think, like out
Speaker 1: running pain and loss, like I keep moving, and I'm
Speaker 1: in this time where it's like creeping in and I'm
Speaker 1: processing it and I'm learning a lot about myself and
Speaker 1: I'm gonna you know what worked, you know what worked,
Speaker 1: what got me here, won't get me there? Got it? Okay, awesome,
Speaker 1: Thank you so much. Thank you a great right by
Speaker 1: you too. So that was really interesting. Hearing about people's crazy,
Speaker 1: nontraditional journeys to success and failure is so important. And
Speaker 1: Sophia was very transparent about her mistakes and her failures.
Speaker 1: And a lot of the people on here are so
Speaker 1: may juror and have been so successful that they don't
Speaker 1: really talk about the granular details of the failures and mistakes.
Speaker 1: And for any of you who want to start a
Speaker 1: business or who have a business, I think these are
Speaker 1: such important cautionary tales. You do not know you can
Speaker 1: get caught in the web and in quicksand and as
Speaker 1: quickly as you can be successful, you can get pulled
Speaker 1: down and drown. It's more common than not. I mean,
Speaker 1: I know of brands that have been around and been
Speaker 1: the hottest thing for a couple of years, and they're
Speaker 1: doing well and they're making money and they have to expand,
Speaker 1: and then they drown. I mean, brands that are on
Speaker 1: top of the world and then something happens, like a pandemic,
Speaker 1: and then they drowned. So hearing about people's mistakes is
Speaker 1: really critical. And I just like this talk because it's
Speaker 1: so different. So that was I'm grateful for for that
Speaker 1: conversation that I'm grateful for you to have that information.
Speaker 1: So there has been controversy around words like girl boss, right,
Speaker 1: so it's art it as feminism, and then it became
Speaker 1: wait a second, why do we have to call out
Speaker 1: that it's a girl boss. I've never loved that kind
Speaker 1: of boss, bitch, boss babe, all that stuff. That's just
Speaker 1: not my brand of person. I'm just a person that's successful.
Speaker 1: It doesn't matter if I'm a man or a woman.
Speaker 1: But I do understand how women have been behind the
Speaker 1: eight ball. They've been paid less, they haven't had the
Speaker 1: same opportunities. So when someone's a girl who's a boss,
Speaker 1: they want to shout it out. And that might be
Speaker 1: a little dated now, but you can't always be current
Speaker 1: with the vernacular. I came up with a brand called
Speaker 1: skinny Girl. That is not the most popular thing in
Speaker 1: certain sections. Meaning I'm not calling my swimwear brand skinny girl.
Speaker 1: That's not what I want to be doing. Popcorn, great
Speaker 1: salad dressing, wonderful bathing suits. No, So you gotta you
Speaker 1: know EBB and flow, and the times will change, so
Speaker 1: not every term or word will be current and popular.
Speaker 1: But it's undeniable that Sophia. It took a lot of
Speaker 1: chances at a very young age. Very very interesting. I
Speaker 1: appreciate you. Remember to rate, review and subscribe and keep listening.
Speaker 1: We are killing it. We're doing really, really well. We
Speaker 1: keep growing, so more fun news to come. But thank you.
Speaker 1: Have a great day. H