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Speaker 1: So I want to hear, like, what is your mindset?

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Speaker 1: I mean, because I've heard you say, you know, when

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Speaker 1: you were going through it, when you were building, you

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Speaker 1: would look at your husband saying, you know, this is

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Speaker 1: just another chapter in the book.

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Speaker 2: I did that.

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Speaker 1: I love that.

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Speaker 2: What do you mean when we were building? Are you

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Speaker 2: getting me? This is an everyday conversation too. I mean

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Speaker 2: literally last night. I am in four to five states

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Speaker 2: every single week and out there pounding the pavement sharing

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Speaker 2: the story. The spirits industry right now is in the

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Speaker 2: most turmoil it's been in at least three decades in

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Speaker 2: at least no one in this current generation in business

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Speaker 2: has seen what we're dealing with right now in the

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Speaker 2: spirits industry. It is unprecedented where we're coming in, where

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Speaker 2: we're getting it from every side. Now you want to

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Speaker 2: add tariffs on top of that of everything else going on,

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Speaker 2: and so every single day is a box of chocolates.

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Speaker 2: We have no idea what we're going to get, but

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Speaker 2: we look at every single challenge and we go, Okay,

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Speaker 2: how quickly can we get to the solution? And this

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Speaker 2: is going to make a great chapter, Like literally, this

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Speaker 2: is going to make a great chapter in the book.

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Speaker 2: It's going to encourage people, it's going to inspire people,

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Speaker 2: because what we won't do is die in this moment.

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Speaker 2: What we won't do is fail in this moment. We'll

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Speaker 2: get to the other side of this, and so we're

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Speaker 2: confident that, you know, all of these things will become

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Speaker 2: really great chapters in a book. That's how we look

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Speaker 2: at it, and it'll inspire and will encourage, and it'll

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Speaker 2: challenge other people that would otherwise give up well before

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Speaker 2: it's time. I love I love that.

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Speaker 1: So I wonder, like, because you are personal your persona

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Speaker 1: at least on social media, like he Black, for real, Listen.

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Speaker 2: Listen who I am on social media. You gotta understand

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Speaker 2: every social every every investor that I have follows me

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Speaker 2: on social media. Every every bank that I do business

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Speaker 2: with follows me on social media. I am the same

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Speaker 2: person at all times. However, I love people of every background,

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Speaker 2: I love people of every race, and so I know

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Speaker 2: how to speak to them in a way that allows

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Speaker 2: me to remain authentically me, but then also allows them

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Speaker 2: to be able to create a natural connection with me.

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Speaker 2: That's the part that I think that many of us

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Speaker 2: miss is that we think in all of our blackness,

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Speaker 2: that we're the only ones who can understand us. And

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Speaker 2: maybe that's true. We've got a different swagger, we've got

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Speaker 2: a different confidence, we've got a different way that we move,

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Speaker 2: different foods that we like. That may be true, but

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Speaker 2: everybody in this country is an immigrant. That means that

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Speaker 2: there is a tie that binds all of us, and

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Speaker 2: I choose to lean into that whenever I'm talking to

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Speaker 2: people of other races, of other background, of other socioeconomic status.

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Speaker 2: A lot of people don't understand this because of possibly

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Speaker 2: the circles there. But I've been in every circle, from

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Speaker 2: the hood, from Watts, from Jordan Down's. I've been in

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Speaker 2: homeless shelters, I've been in that circle. I've been in exclusive,

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Speaker 2: more exclusive, billionaire you know, retreats. Then then I can count.

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Speaker 2: And the thing that is consistent in every single one

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Speaker 2: of those situations is every single person is still longing

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Speaker 2: for something. So I walk in without that longing, and

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Speaker 2: they want to know why they're drawn to why do

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Speaker 2: you not have this longing? I was in. I was

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Speaker 2: brought up to speak for a group in Big Sky,

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Speaker 2: Big Guy, Big Sky, Montana. I joke, because all of

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Speaker 2: these these billionaire groups ISAI. I don't know what it is.

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Speaker 2: But White people when they get money, they want to

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Speaker 2: go where there's no air, where you need I can't,

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Speaker 2: and where you need motrid. Black people, we get money,

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Speaker 2: we want to be on a big sea.

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Speaker 1: That's effect as effect.

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Speaker 2: That's the biggest difference. But what I have found in

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Speaker 2: every single one of those scenarios. In that particular group,

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Speaker 2: they had me come in to be a speaker. In

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Speaker 2: that room, there were about one hundred people. That one

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Speaker 2: hundred people represented one hundred and sixty billion dollars. You

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Speaker 2: want to know what their question was for me? How

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Speaker 2: do we find our purpose? Oh? Wow? So what we

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Speaker 2: don't understand is money doesn't. Money doesn't give us purpose.

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Speaker 2: Money doesn't give us purpose. Money doesn't. There is a

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Speaker 2: There have been so many reports that show the point

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Speaker 2: of diminishing returns. I think it's like, after you reach

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Speaker 2: seventy thousand dollars a year annually, I have to go

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Speaker 2: back up and look to see what that number is.

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Speaker 2: But the bottom line is is once your needs are met,

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Speaker 2: it's a point of diminishing returns from there because no

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Speaker 2: matter what you buy, no matter how much more you have,

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Speaker 2: everybody's at a life a playing field wants niter met.

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Speaker 1: Yeah, yeah, beautiful, beautiful. I want to understand your mindset,

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Speaker 1: like your leadership minds. I've heard you. You know all

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Speaker 1: these gems for sure. I hear all that which I love.

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Speaker 1: And I wonder, what is how does Fawn think about

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Speaker 1: leading her team? Like if we were to interview your team,

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Speaker 1: what would they say about how fun runs the meeting?

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Speaker 2: That she is that she literally stays out of our way.

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Speaker 2: She cares about one thing and one thing only. You

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Speaker 2: go after your goal and don't let anything distract you

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Speaker 2: from your goal. And I don't care if they're doing

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Speaker 2: it at two o'clock in the morning from a pool

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Speaker 2: and a biza, or if they're doing it at two

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Speaker 2: o'clock in the afternoon from our distillery. It is of

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Speaker 2: no consequence to me where the success happens. And so

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Speaker 2: my team will tell you they are given a lot

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Speaker 2: of freedom to do their jobs. So many leads are

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Speaker 2: so focused on the process that they micro manage it

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Speaker 2: unintentionally and end up with a really high turnover. Right

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Speaker 2: for me, I am not micromanaging the process. I am

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Speaker 2: squarely focused on the end result. What is if there's

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Speaker 2: a problem. What is the solution. But one of the

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Speaker 2: things they will tell you I don't play with is

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Speaker 2: not owning mistakes. I'm not looking for an apology. I'm

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Speaker 2: not looking for you to tell me what happened. All

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Speaker 2: I need to know is a mistake was made. You're

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Speaker 2: owning it, you're fixing it. I don't even need you

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Speaker 2: to tell me who made the mistake. Let's just it

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Speaker 2: came out of nowhere. And what they'll tell you is

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Speaker 2: is the amount of grace that I give with mistakes

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Speaker 2: is as long as you own it and you fix it,

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Speaker 2: you'll never hear about it again from me. I love that.

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Speaker 1: What is in your EDC, your everyday care. You know,

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Speaker 1: I asked this because you've seen.

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Speaker 2: I saw you, but I hadn't about it myself. Sunscreen.

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Speaker 2: I was like, that's more a black women because we

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Speaker 2: just started using sunscreen, had doctor as all those years

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Speaker 2: ago and had us sinking that our melanin keeps us

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Speaker 2: from need to have UH. So I so consistent with

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Speaker 2: with with with uh with Monique. I always have water

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Speaker 2: you this like this sucker, you gonna see this with

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Speaker 2: me at all times? And and there's you, yeah, yeah, exactly,

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Speaker 2: there's usually ice in it. So that's a newer thing

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Speaker 2: for me over the last few years. Premn apozzle on

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Speaker 2: my body. It creates ice, and so now I went

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Speaker 2: from drinking water room temperature all the time. But I

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Speaker 2: always have water with me at all times. You will

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Speaker 2: always see it in my hands. I always have snacks.

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Speaker 2: Like if you my bag, you just find tats, oatmeal,

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Speaker 2: raising cookies, You're going to find lily chocolate cover omens.

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Speaker 2: You're gonna find many peanut butter kind bars. I always

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Speaker 2: have snacks. And then the other thing I always have

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Speaker 2: with me, I literally have this in every single thing.

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Speaker 2: Are these because I don't I don't use powder. There

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Speaker 2: are charcoal things to get off the shine. I don't

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Speaker 2: use powder with makeup, so I have to like and

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Speaker 2: I and my skin can get willy. So I'd say

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Speaker 2: that those are the things that I always have with me,

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Speaker 2: are those charcoal wipes, my water and snacks.

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Speaker 1: It's ask. So there's again. I told you I got

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Speaker 1: a bunch of coults from fall Weaver. So his is one.

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Speaker 1: It says I am not going to fail and I'm

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Speaker 1: not going to sell. Yes, say more on this please.

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Speaker 2: Well, you know in this industry.

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Speaker 1: Here's why I ask because when you go to we

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Speaker 1: have investors, and investors want to know where's the exit,

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Speaker 1: where's the liquidity event?

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Speaker 2: Yes, and you say, I'm not selling secondary. That's that's

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Speaker 2: the piece of it that I think a lot of

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Speaker 2: people a lot of people miss. And the only exit

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Speaker 2: is not to sell or to go public. There is

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Speaker 2: a third exit that you're bringing in new entrepreneurs that

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Speaker 2: are going to be a part of your journey from

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Speaker 2: where you're beginning now. People always assume that the investors

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Speaker 2: who began with you that they're the only investors that

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Speaker 2: go throughout, but it's I mean, right before I got

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Speaker 2: on here, I've got a secondary transaction in my emails

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Speaker 2: to approve where one investor is selling an a one

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Speaker 2: investor is selling a portion of their shares to another. Now,

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Speaker 2: we've not had anybody sell all their shares. I don't

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Speaker 2: even think we've had anybody sell twenty five percent of

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Speaker 2: their shares. But when there has needed to be a liquidation,

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Speaker 2: then I am always out there. People ask me all

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Speaker 2: the time, when are you doing your next raise? And

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Speaker 2: I tell them I'm raising at old times. I'm not

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Speaker 2: necessarily raising for the company. I'm raising to make sure

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Speaker 2: that I have investors always interested, so that when I

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Speaker 2: have investors that want to go out, they have the

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Speaker 2: ability to do that. But a lot of people don't

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Speaker 2: understand what secondary what that secondary market looks like. And

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Speaker 2: so I would encourage our entrepreneurs that are out there

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Speaker 2: to really understand that. Is it easier to sell to

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Speaker 2: a big spirit conglomerate.

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Speaker 3: Maybe I'm not convinced of it, And I'll tell you

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Speaker 3: I'm not convinced of it. I'm not convinced of it

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Speaker 3: because if you see every single entrepreneur that does these

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Speaker 3: deals with the conglomerates, and they say they have control,

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Speaker 3: and they're the ones that are out there, and they're

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Speaker 3: the ones that the faces all the rest of that stuff.

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Speaker 3: When stuff hits the fan, somehow, some way, those.

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Speaker 2: CEO and founders somehow get replaced or pushed out. And

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Speaker 2: what do they do every every single time they try

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Speaker 2: to create a new business that can recapture the passion

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Speaker 2: they had in building the first business. Even when I

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Speaker 2: look at Sarah Blakely, she didn't need to sell. Sarah

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Speaker 2: took no money. I mean, she owned one hundred percent

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Speaker 2: of the company. She brought in strategics, all was well,

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Speaker 2: all was great. Now she's selling tennis shoes with heels.

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Speaker 2: What the heck does happen here? But do you see

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Speaker 2: what I'm saying. You see that time and time and

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Speaker 2: time again, and you can't convince me that's a coincidence.

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Speaker 2: And so I think that there is this thought process

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Speaker 2: that if you don't fail, then your goal is to sell. No.

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Speaker 2: When I look at one of our investors and she's

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Speaker 2: an incredible advisor to me, as a woman by the

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Speaker 2: name of Helen Johnson Leopold. You can find her on

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Speaker 2: the Forbes list, really high up. She is SI Johnson Air.

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Speaker 2: All of the sc Johnson Airs are good, like whether

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Speaker 2: they work in the business or not, they are good.

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Speaker 2: Why because se Johnson decided he one goes sell. You

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Speaker 2: can go through all of our greatest companies and in

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Speaker 2: every single instance, how beautiful is it when we set

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Speaker 2: up the next generation to not have to start from scratch,

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Speaker 2: and so many that sell. A part of why they

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Speaker 2: go back into business is they blow through that money

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Speaker 2: so fast, so now they're trying to start again instead

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Speaker 2: of just keeping the original vision. I'm not saying there's

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Speaker 2: anything wrong with selling. Don't get me wrong. If you

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Speaker 2: want to build to be acquired, that's a beautiful thing

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Speaker 2: and there's nothing wrong with that. But if God has

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Speaker 2: placed it on your heart to hold for the next

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Speaker 2: generation and has told you you are the steward and

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Speaker 2: this generation, giving it up is not an option. So

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Speaker 2: for me, giving it up isn't an option. And so

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Speaker 2: every week I can tell you stock transfer agreements, I'm

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Speaker 2: signing them, I'm approving them. I have to approve every

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Speaker 2: single share. I've got first right of refusal on the

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Speaker 2: shares in my stock, on the shares of my company,

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Speaker 2: and so I either can match it or I can

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Speaker 2: approve it. But people bring investors in all the time

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Speaker 2: that are excited about the journey. The first seven and

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Speaker 2: a half years of this, the first eight years coming

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Speaker 2: up on it, we've been a single branded company, Uncle

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Speaker 2: Niars Premium Whiskey, one brand. Moving into the future, we

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Speaker 2: have a Cognac house in France that is coming and

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Speaker 2: is going to revolutionize what we've seen in the cognac

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Speaker 2: business in America. And by the way, we're going to

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Speaker 2: do it during a period of time where everybody is

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Speaker 2: questioning my judgment on this because they're looking at it

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Speaker 2: and saying the category is dead. The category is dropping

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Speaker 2: faster than any other category. African Americans, the culture has

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Speaker 2: decided they no longer want cognac. They want tequila. Only

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Speaker 2: way to believe that is if you're not a part

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Speaker 2: of the culture. What the culture wants is a better Kognak.

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Speaker 2: And so I'm going into a space where if you're

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Speaker 2: looking at cognac as a category in the ten k's

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Speaker 2: in the ten ques of the Big Sphere conglomerates, or

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Speaker 2: if you're looking at it on a graph, what I'm

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Speaker 2: about to do is absolutely crazy. But those who are

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Speaker 2: investing at this current moment are like we saw her

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Speaker 2: bet big on whiskey, on bourbon, going into a space

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Speaker 2: in which the only consumer that anyone really knew or

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Speaker 2: marketed to were all white men. And she's coming in

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Speaker 2: unapologetically as an African American woman and telling a uniquely

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Speaker 2: African American story. And yet she's marketing to everyone, including

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Speaker 2: the core consumer of bourbon, that had never been done before.

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Speaker 2: Whenever we had come out with a spirit, we would

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Speaker 2: market to us. And I said, I'm going to market

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Speaker 2: to everyone because I want to pass this to the

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Speaker 2: next generation that means that I can't be reliant on

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Speaker 2: this small percentage of the thirteen point nine percent of

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Speaker 2: African Americans Black Americans in this country that drink alcohol.

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Speaker 2: There's a lot of us that don't drink alcohol. There's

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Speaker 2: a lot of us that are under age. There's a

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Speaker 2: lot of us that are over the age that we

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Speaker 2: would be drinking alcohol. So if I've built this whole

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Speaker 2: entire company on just a fraction of the percentage of

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Speaker 2: people that drink how do I get that to build

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Speaker 2: and scale large enough to pass to the next generation.

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Speaker 2: How do I turn that into a global brand