Liquida, founded by Sam Tahara, is a wellness center chain offering a proactive, data-driven approach to health optimization, aiming to improve healthspan and longevity by reducing reliance on medication and addressing a wide range of wellness needs.
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the backbone of America. Welcome back
here at the podcast Backbone of America.
Today we're very pleased to have Sam
Tahara, uh founder and CEO of Liquida, a
wellness center. Sam, thanks for being
here today. Thank you. Glad to have you.
Tell us a little bit about your
business, Sam. Uh I'm intrigued by it.
So Liquid, man, uh we are taking a
proactive preventative approach for
people's health, right? So, we're data
driven and our goal is to make people
well and get them off of medications,
you know, really live an optimal life. I
got it. And who who
are your your clients? I mean, are they
sick people? Are they people that just
want to use preventative med medicine? I
mean, who who's the target market? Well,
it could definitely be a mixture of
both, right? Um, we do not focus
primarily on sick people, like people
that have cancer or something like that.
Um we do offer certain certain
supportive care to help people
throughout those different processes.
You know, if they're going through
chemotherapy, um radiation, but
primarily we're looking uh what we look
for are people that are trying to
optimize their health, right? Somebody
who's uh looking to not get sick as
often, someone who's looking to uh be in
the best shape of their life, someone
who's looking for health span and also
longevity. Got it. And today, how many
uh how many wellness centers do you
have? So, we've sold 40 uh actually 41
at this point and uh about half are open
in different parts of the nation. Got
it. Walk me through I mean, you started
this back in what 2013 I believe I read.
Yeah. Uh you started with almost nothing
in your pocket and this thing has kind
of grown so fast. Um I mean, what's been
the process? Really? I mean, exactly
that. I I started it with nothing. I
started it with $500 in my back pocket.
So, this was a side gig on my days off
from the fire department. So, you know,
most firemen here in South Florida, we
work 24 hours on, we're off for 48
hours. So, we always look for something
to do on our days off to supplement our
income. Um, my supplementing of income
was working with a alternative medicine
company called Cenogenics. And that's
where I got exposed to this IV therapy
stuff. And we used to cater to some of
the wealthiest people on the globe. And
some of these people, you know, they
have homes in California, they have
homes in Colorado, and they were telling
me about how they would get these
vitamin I drips when they'd go back to
their homes in California and Colorado.
And the uh unique thing about it was
they would tell me is like the
technician that was doing the IVs on
them was a offduty firefighter
paramedic. So once I had like the fifth
patient tell me about these IV drips, I
says, "You know what? Let me look into
this thing." and I saw what was going to
be my competition. Now, a lot of them
are my customers actually, what they
were doing. I said, "You know what? I
can do what they're doing, but I can do
it better." So, I uh partnered up with a
doctor uh close to my house in Coconut
Creek who had a beautiful wellness
center. You know, he was a chiropractor
by trade, but he he included a lot of uh
eastern and western medicine together.
So, acupuncture, hydroclonic therapy, uh
medical aesthetics, he had all kinds of
stuff in there. So, like most doctors,
they have a a goodiz room that's just
collecting dust. So, I give him a
business proposition. I said, "Dr.
Newman," I said, "Let me take over that
room back there. I'll move the equipment
that you have there that's doing nothing
but collecting dust and I'll invest a
few dollars and I'll come on my days off
and I'll operate this IV business and
I'll give you 20%." For him, it was like
winning the lottery. The guy has to do
nothing and and all of a sudden, that
room is making money for him. So he
agreed to it and that was the launch to
Liquid Bea with $500 in my back pocket.
Wow. And do you need any kind of
licensing for that or you start I mean
as a as a firefighter I imagine you were
also a paramedic and you had some
experience you know uh sticking people
with a needle but is it a very
unregulated industry or is it um you
know initially I was one of the first
ones to get into the IV business here in
Florida. So regulations were uh minimal
but at the end of the day it's still a
medical procedure so all of the medical
regulations still fall into play. Mhm.
Um but yeah, you you do have to have
lensures and stuff. So my background
besides being a firefighter, I'm dy
trained as a firefighter paramedic. So
my paramedic license allowed me to to do
these procedures because I have a
background in pharmarmacology and
everything else. Um and then obviously
partnering up with Dr. Newman, he had
the medical doctor, the nurses, and
everything else there, which structuring
that deal allowed me to really uh tap
into the market without having these
crazy overhead expenses, right? Because
I had 500 bucks. So, you know, part of
the deal was, hey, you provide medical
direction. So, your medical doctor is
going to oversee this business vertical
that we're developing together. Um,
you're going to have the front desk, you
know, you're already paying for the
insurance, the malpractice, all of that.
So for me, I had no expenses. I didn't
even have to pay rent there because that
was part of the deal. So I was able to
actually create the minimal viable
product at a very low low dollar rate.
Yeah. You had low risk. No, it's a great
supplemental for him and it's a win-win.
That's a the basis of entrepreneurship.
I love it. You know, that's a great
story. How long before you left his
office and started your own storefront?
So it was years until I actually left
his office because and the reason why I
left his office is because we really
grew apart or the visions of what we
were doing. But about a year into it, I
came across an opportunity. It was
actually a client um that came in for
the IV drips who had a med spot that she
launched in East Fort Lauderdale. And uh
this was a lady, older lady in her late
50s. And you know she she had training
as a medical esthetician so she was
trying to do the med spa stuff you know
Botox or some facials but the lady was
always traveling so she didn't have the
time to actually put into the business.
So she asked me hey can you bring one of
these liquidas inside of my office how
you have here. So I went there checked
it out. I said okay this might be my
second location you know overhead she's
got the the staff there and everything
else. And it wasn't the same because the
thing is she wasn't operating it like
the doctor that I initially partnered
with in Cocoa Creek who was actually
physically there working it. This lady
was traveling to Mexico and all over the
place. So she didn't have a foot
traffic. So I had to actually go out to
the actual community and try to bring
customers in. So at that point I told
myself I said you know what the city's
never here. She her her own services are
not even moving. So I gave her a
business proposition. I says, "Lady,
you're not even working. You're paying
all this, right? Let me take over and
I'll give you a room and we'll make this
a whole liquid and I'll include these
other services, you know, hormone
optimization, weight loss. I'll do
that." And she agreed to it and that was
the launch of the actual liquid
storefront brick and mortars at that
point. Right. Right. Yeah. I saw that
you you have a lot of vertical
integration with the not just the IV
therapy but also the hormone replacement
the uh sexual wellness products. Um
that's not standard right from what I've
seen. I mean when somebody's somebody
that focus on weight loss would just do
that hormone therapy will just do that
you know. Yeah. Is that unique to your
business? So I created the uh basically
the one-stop shop and this is what we
call we put our our clients through what
we call the VA journey where we have
five different divisions which is we
have our wellness division which include
you know peptide therapies uh hormone
optimization some of the wellness
services like the IV drips comprehensive
blood work to really see what's going on
in your body we have our medical weight
loss division which is a division of its
own uh everyone's trying to lose weight
right weight and energy people are
always going
Then we have our medical aesthetics
division where we do the Botox, the
facials, the peels, uh the dermal
fillers. We have different lasers, laser
hair removal, skin tightening, all of
that stuff. Then we have our
regenerative medicine division where we
work with a lot of professional athletes
or even people that are getting old that
have certain injuries where we inject
stem cell derived products like exoomes
or also peptides. And then our last
division is our sexual health division.
Um where we use different technologies
for both males and females on how to
really get their sexual health back. Um
you know so for men you know we work on
erectile dysfunction, libido and then
women you know especially postpartum
they have like urinary incontinents
prolapse uterus uh pelvic floor issues.
So we have different technologies for
that. So ultimately our goal is if we
could put people through all of those
different divisions now they're going to
live an optimized life with good health
span and longevity. Yeah. And that's
crazy. So I'll give you an experience my
experience. So I did at some point uh
hair transplants. I forget which one if
it's the FUEE or I don't know. I I don't
remember. But it was like a a store in
itself. probably 10 individuals at the
place, you know, they had they they came
in, you know, with uh for the procedure
and so you're doing a lot of these
things. I mean, the sellers must be
significant in size, I imagine. I mean,
what's the average storefront? I mean,
you got to have an expert. These are
each particular fields, right? They are.
They are in on a business standpoint,
right? It's not the easiest thing to do,
you know? And I actually try to advise
people say, "Well, I want to offer all
these services." You know, you you don't
want to be a jack of all trades and a
master of none. You know, it's like you
you want to be able to master some of
these. You know, fortunately, we were
able to master the IV nutrition space
for, you know, nationally, we're known
for that. Um, I was even appointed as
the chairman of the association for the
IV the American IV Association because
of of what we've been able to do. Um but
yeah, you know, you have the the experts
in all of these respective fields that
have to run these divisions. But do you
do you outsource them or do you in-house
them? Both of them are in-house. Now,
for example, we do hair transplant. So
the hair transplant or medical
providers, they're they're trained to be
able to educate on it. But the way that
works is we have the technology at our
facility. you know, it's a4 million
dollar uh FUEE uh machine that does the
the extraction. And then uh what what
they what they do, the company that that
sold us the machine, they have a whole
team of technicians that when you have
someone who has to go through the
procedure, the technicians come to your
office and these are actually the same
technicians that go through all of the
other uh hair transplant clinics
throughout South Florida. I got it. All
right. So that that's good. So, I was
gonna ask you obviously what's your, you
know, what core problem does your
service satisfy? But obviously, you're
you're solving all kinds of problems out
there. Yeah. Hair transplant. I mean,
you got all kinds of stuff going on. We
really are. You know, we try to make
people better from the inside out.
That's our our main goal, getting people
to have vitality and vigor. Yeah. The
good thing is you got a lot of niche
markets. My next question, you know, as
as an entrepreneur, as an investor, is
how fast is your industry growing? But I
mean if one industry is stagnant, you
got another one that's picking up, you
know. Yeah. I would say the alternative
health industry, it's growing uh
tremendously. I mean it's it's been
growing tremendously for the last 10
years now with a big movement that we
have, the Make America Healthy Again
movement under the new administration,
Trump's administration, it's growing
even quicker, right? Because um people
like RFK Jr., you know, uh, leading HSS,
he he the he's all about what we do in
the alternative medicine space, right?
Uh, a lot of the things that we've seen
in the alipathic world when it comes to
traditional medicine have been failing
our people consistently. So when you
start seeing the people that he's
appointing to uh lead the FDA, the CDC,
and all of these other governing uh organizations,
organizations,
these are physicians that actually
practice the way that we practice, which
is functional medicine, right? We're
taking a different approach versus
treating disease. We're we're taking
more of a different approach of more of
that proactive prevention side of
things. Got it. Now you you were around
before Trump. So is there like a
pre-Trump, postTrump kind of scenario
where where business has really picked
up. Is that what you're seeing? Uh based
on RFK coming out and saying we're going
to make America healthy again. You know,
not just great again, but healthy again.
Uh yeah, I I would say business
definitely has picked up, but most
importantly awareness has picked up more
than anything else where people are
becoming more conscientious of what they
need to do for their health, right? And
co did the same thing. CO actually made
people more conscientious of taking care
of their health because one of the
things that we saw during CO were the
people that were actually dying were
people that had the deficiencies on
vitamin D. The people that were obese,
right? People that had all kinds of
chronic illnesses. Those were the people
that weren't able to make it through CO
when they got infected with the virus.
So what happened there? People started
taking more uh of a proactive approach
to their health and started maintaining
their health. So our business actually
went up in revenue uh during co and
postco just because people became more
aware and took their health more
serious. Yeah, absolutely. So what's
your main role in the company? I mean
what are your responsibilities?
Man, I got a lot of responsibilities but
really um we're I ventured into
primarily now on on a daytoday basis
being the face of the company, right?
and being outside working on the
business rather than in the business.
So, uh really going out there
networking, building relationships,
connecting with other leaders in the
industry. Um also speaking publicly on
stage, you know, we have our own
conference that I partnered up with
other CEOs, my competitors, where we put
a yearly conference together. Um I I
have an active p podcast myself, a
healthy point of view podcast where I
bring experts from all over the world to
get interviewed. So, you know, and then
obviously I'm still part of uh I want to
say day-to-day operations, but uh the
operational side when it comes to
strategy, I'm still heavily involved on
the strategy component. Got it. So, I
did see the podcast, by the way. Loved
it. By the way, what's the goal? So, you
you want to make yourself well known as
an industry leader, somebody that that
knows what he's talking about. Um
besides just the following, was there
any like specific strategy for that to
market the uh Lucidia?
Yeah, there is. Um you know, when it
comes to marketing your business, uh one
of the things that I wish I would have
learned earlier was the power behind a
personal brand, right? Um a a a brand is
not a brand if it's faceless. You know,
there has to be someone behind it. In
the same way that when you look at these
bigger companies, right? If I say Steve
Jobs, you know, it goes straight to
Apple. If I say Jeff Bezos, you know
exactly where that goes. If I say Elon
Musk, you know what companies represent
that. So, um, you know, when I first
started Liquida, my focus was building
the company brand. And the reason why is
in the medical field, no different than
like a barber shop or hairdresser,
people start to love that individual,
the practitioner, the provider. And I
told myself, if I really want to scale
this on a on a large scale, it can't be
dependent on the individual. Now, we'll
still build up the provider brand, but
what the focus needs to be is the
company. So, regardless if people go to
a liquid in California, New York, or
Florida, they know that they're going to
get this certain standard of care that
Liquid offers. And um it it was I I
would say I wouldn't go back on that,
but I would have pivoted to to focusing
on a personal brand maybe a bit earlier
than what I did because I really started
focusing on personal brand probably
maximum 3 or 4 years ago. We've been
around for 11 years. So, you know, do
the math on that. And um personal brand
is really what people connect to. you
know, when you just have a bunch of
stock images or just talking about the
company, it it doesn't move the needle.
It it's the individual that people will
connect to what will make people
cultivate uh together and congregate,
you know, together and and wear your
company name on their chest and become
part of the movement. Yeah, I
understand. Yeah, I agree. I mean,
there's only one of you, but if you just
brand yourself as a wellness center, you
just put a name right before the
wellness center, just another one. Yeah,
I I I totally understand what you're
saying. And most of the guys you
mentioned though, they're very well
known because they're pioneers in an
industry, you know, that like when I
think of companies like, you know, Best
Buy, I don't I don't think of a CEO, you
know, right? Uh but when you are
pioneering something new, which I think
your industry is something alternative
medicine, it would have enormous power,
you know. Absolutely. I do agree with
that. You you' probably be the the face
of alternative uh medicine, you know.
So, are you taking on new investors? Uh
I know I I know that you're doing the
franchising model which obviously
replaces a lot of capital that you need
to start your own corporate stores. Um
but is that something you're looking for
right now? So as of right now we've been
preparing uh to do a a capital raise. Um
initially we were thinking about doing a
regulation a offering. So we were going
through all of those steps and motions
to to do that. you know, third party
valuation and, you know, audited
financials, financial modeling, all of
that stuff. And, um, right now, we're
probably not going to go that route. It
was a a great year and a half of going
through that and spending a lot of money
doing it, right? Um, I'm curious though,
why not? Actually, what what what led
you to start it and then say, "No, we're
going to pivot." you you know I was uh
me mentored by a few people that I look
up to that were giving me advice to go
that route which I wasn't opposed to it
but the um scrutiny that you have to go
through it's basically like you're going
public at that point right um you're
getting the SEC attorney you're going
through all of that process um you know
all the filings and everything else and
um you know it got to a point where it's
just like do I really need to put myself
through this high level of stress just
to raise this money and then all of a
sudden now I have over a thousand
investors that are down my throat, you
know, because you're doing it when you
do Regulation A, you're doing it through
a crowdfunding platform, you know, and
really anyone can can make an
investment. You know, Regulation A
doesn't even have to be an accredited
investor. So, um, it got to a point
where I says, "You know what? If I
really want to raise the money, I have
the relationships where I can just have
a handful of people do it." So, we've
been self-unded since the day I started
it with $500 in my back pocket. We've
taken a lot of the the the money that
that we've made and just put it back
into the business to keep on growing
growing. Haven't taken a penny from
anyone. You know, we've actively sold
franchises that have helped us support
the funding efforts of continuing to
grow the company. So, um, as of right
now, we've been good, man. You know,
running the business at a surplus. Um,
but ultimately, if I want to keep up
with the competition and take things to
the next level, yeah, I do need to, you
know, uh, put some more money into the
organization uh, for some of some of the
projects that we want to do. Um, some of
the other ideas that I've been working
with a few of the other CEOs in the
industry, my competitors, is potentially
doing a rollup of the companies
together. So, um, that's something that
truly does entertain me, uh, when we're
talking about what our ultimate mission
is being in the preventative health
industry because now we can have true
impact and and really deliver the
mission that I that I live for. Now, the
role of, if I understand correctly,
you're talking about reaching out to
like a family office or maybe like a
private equity firm and saying, "We want
to start buying out competitors at lower
multiples and then obviously have a
valuation of much higher multip." Is
that correct? Yeah. So that's part of
it. So initial part is taking about f
four to five different brands and
actually consolidating. Okay. Right. And
then from there uh we can potentially go
into acquisition mode.
I got it. So we start off with the
merger and then right a merger between
five different firms which you'd all
have to agree on the on the same idea.
Correct. Uh and then at that point start
acquiring. Right. Understood. And with
the purpose of what? At some point exit
go public. Oh Yeah, 100%. Okay, that's
the goal. All right. Not a bad strategy.
What about the franchising? I mean, I I
know it's very it's well regulated. Uh
it costs, it's not cheap. Uh what's been
your experience doing that? So, it's a
uh it's an experience. Um
Um
you know, franchising,
you don't understand what franchising
is. Being a franchiseor is what I'm
talking about. um you don't understand
what franchising is until you actually
roll up your sleeves and do it right.
You you have to be knees deep into it.
And uh franchising is a whole another
world when it comes to business. You're
regulated at a different level, right?
You're regulated at the federal level.
There's certain things you can say,
certain things you can't say. There's
certain things you can do, certain
things you can't do, right? Um there's
registration states which some of those
states have their own regulations that
you have to follow right uh how you sell
the franchise when can you collect the
initial franchise fee the accounting in
franchising is completely different
you're doing your yearly audits so then
you can disclose it in your item 19
every single year in your franchise
disclosure documents. Um the benefit the
biggest benefit for me because initially
when we started we didn't start with a a
franchise model. We actually started off
with a lensure model which you know one
of my partners who's a franchise
attorney he said hey we can get things
going with a licensing model but if it
looks like a duck quacks like a duck it
it walks like a duck it's a duck. So if
we're sell selling a licensing model,
but we're we're presenting and acting
like a franchise, we could put ourselves
in a in a little bit of trouble. So, uh,
initially doing the licensing model gave
us a taste of what franchising would
kind of be like, right? Um, I had a few
partnerships that were not good
partnerships where at that point we we
we really collectively, me and my my
other partners decided, you know what,
we need to be well protected if we're
going to be doing these deals. Let's
create the franchise uh the whole
franchise model, put the FDD together,
create the operations manual, and then
start actually franchising. Got it.
Okay. And judging by the fact that
you've got a couple, you you enjoyed the
process, it's been successful. Yeah,
it's been uh
it's I don't want to use the word
enjoyable, you know, because there's a
lot of the process that's not enjoyable
whatsoever at all. It's a it's a
learning process, right? Um it's it's
it's a process, but it to me it has not
been enjoyable. You know, enjoyable are
a lot of the other things I do, you
know, moving around, speaking,
connecting, building relationships.
Franchising as a franchiseor is not
easy. you know, you're dealing with with
people that have a completely different
mindset. Every single franchisee is, you
know, these are people that have be have
been successful business owners in other
industries that think that they can
bring whatever worked uh, you know, in
their daycare or whatever else they did
before. They think they can bring that
model here. And I embrace a lot of these
new ideas, right? But at the same time,
you bought into a franchise system
because you wanted to buy into something
that had a proven model, right? So, you
have to follow that process. If you if
you go totally against the process,
which I've had franchises that have done
that, then you can't get mad when you're
not successful, which 99% of the times
when they're not successful, then the
fingerpointing starts to happen, right?
So, it's a um it's an interesting
process to go through as a franchiseor.
Um, what I would say is one of the most
important parts for me is building a
good strong relationship with your
franchises so they can really understand
what your vision is and why you've
implemented the things that you've
implemented. If not, it could be easily
uphill battle. Understood. But you still
prefer corporate stores. I I prefer
franchising. So So yeah. Yeah, I I do
prefer with the right with the right
with the right franchises. So So
initially, it's funny you you bring that
up. So initially when you start
franchising especially when you don't
have a lot of money for development
there's something in the world of
franchising that that when you're
looking for your initial franchises it's
called the the mirror test right so the
mirror test to to figure out if this is
an approved franchisee is you take a
mirror and you put it under their nose
and if there's condensation that means
they're a franchisee right so basically
you take anything that has a pulse you
know so um I thought there was something
scientific about it. I mean, the
conversation means the breathing, right?
A little scientific, but but you know,
it you know, it's a joke that goes on in
the world of franchising. And the thing
is is um it's not the best thing to do,
right? And you do it because you need to
get those initial franchise fees to come
in so you can fund your company, right?
So, you pretty much take anyone. That
was back then when we first started
franchising. Today, we're very
particular of who we approve. We say no
more than what we say yes to people that
are interested in franchising a liquid
location. And you know what what ends up
happening like one of our first
franchises that I said yes to which I
probably should have said no to we had
to litigate against them in federal
court and it was a great learning
experience to understand how that
process goes but that was a very
stressful process. Of course what are
you looking for in a franchisee? What's
the most important thing and what is a
automatic decline? So in our line of
business being in this uh wellness
center biohacking space, we need
franchises that are going to be operator
owners. If it's going to be someone
who's going to just invest to put the
money into it and not actually be part
of the day-to-day operations, they're
not a franchisee for me. I'm not looking
for them. And there's a lot of people
out there that want to just throw money
to it. At that point, I might as well
just have you invest in a corporate
store and I manage it, you know, because
eventually I end up managing it anyway.
Are a lot of these the guys medical
professionals or No, initially it wasn't
a lot of medical professionals. Now I
have uh kind of pivoted to focus more on
people that want to get into the
business that are medical professionals,
uh nurse practitioners, physician
assistants, medical doctors. The those
people will be active and they'll
actually be working with the client
themselves. Got it. All right, let's
talk about the company. If you had to
put just one goal on a chalkboard, you
know, what's that goal? Is it to open
branches? Is it better training, better
treatments? What is it? Well, ultimately
my goal is to change the course of
medicine, right? Being able to provide
uh a certain level of health care that
hasn't been provided here in the US for
for many many years. So uh through what
process would I do that would be to open
up more liquida facilities nationwide.
Got it. But do do you have a research
and development I guess to to figure out
what works and what doesn't and how to
optimize like territory wise. Yeah. Like
oh even even in if your goal is to
provide better medicine you know or
preventative medicine you'd have to do a
lot of testing you know. Oh yeah. Yeah.
Everything we do is data driven. So we
have a scientific advisory board that
focuses on that as well too. Um the
association that I'm the chairman of
those are certain efforts that we work
on as well too of what treatments are
going to be best you know so so we're
working very closely uh with with other
leaders uh global leaders on the
different modalities on what we're
trying to accomplish. Got it. Now
between other wellness centers and
yourself you know what's your biggest
comp competitive advantage and how hard
do you push that in the market? Yeah,
our biggest competitive advantage would
be uh us being the pioneers and the
leaders in the IV vitamin therapy space.
We're also on the pharmacy side. So, we
developed the IV infusion kit. So, what
we've done is we've made IV vitamin
therapy easy for medical providers to
offer it in their practice. And since we
launched that, we have over 4,000
medical doctors throughout the United
States that purchase our product and
offer it to their patients. So, our
product is unique because it's one of
the few that's preservative free. So,
um, it's the cleanest product that there
is in the market for IV nutrition. Got
it. And, and what percentage of your
revenue, I guess, for each store is IV
therapy? About 30%. For each store. Now,
uh, we have our distribution outlet,
which is, uh, under the parent company.
And our biggest revenue stream as the
parent company is our distribution of
those products from the pharmacy. It
makes more money for us than what the
stores do. Got it. Now, are there any I
had a question here. You know, if
Walgreens or CVS tomorrow said this is a
great business, we didn't see it. You
know, now we're we're involved in every
single store of ours is going to have an
IV therapy, you know, how would that
affect you and how would you compete
against them? Yeah. Um I I don't see uh
Walgreens as as an alipathic traditional
uh type of business getting involved in
it. um you know m maybe one day they'll
do it. And you know a company of that
size or wanting to get into our
industry, they're going to want to tap
into who's leading the industry, which
is us, right? It's it's the association.
They're going to want to learn best
practices. So I I think there would be a
strong collaboration with a company like
Walgreens, uh you know, diving into this
industry, per se, doing IV nutrition.
you know, if not, you know, they're not
going to get buy in from the rest of uh
the industry or or nationwide. I mean,
they just want to get that buy in. Yeah.
So, that's not a concern. I mean, not at
all. Yeah. Yeah. It doesn't seem like
that's something they'd be Maybe it's
too small of a niche actually for them,
right? Considering that they're it Yeah,
it definitely could be too small of a
niche for them. I mean, they're in the
pharmaceutical business, you know,
they're they're part of big pharma,
right? Agreed. Um, you have a book, How
to Win in Modern Wellness. what's that
about and does it meet the same criteria
for your podcast, you know, as far as
just getting your name out there? So,
yeah, you know, uh that's another one
where I wish I would have known about it sooner.
sooner.
The book is probably one of the
strongest anchors to build personal
brand, right? You got to remember a book
goes on all the e ebook platforms
online, right? So that book, everything
that's in there is optimizing for SEO,
search engine optimization. Um, the
other thing, the search engines when
they look at that you as an author, it
recognizes you completely different. So
it's easier for you to get a Google uh
business uh knowledge panel, right? Or a
personal knowledge panel um with a
verification optimizing the first page.
The book is just a tremendous anchor. Um
I speak on the news quite frequently.
almost every single week I'm on the news
and one of the things that allowed me to
really get picked up by the news so
frequently is being an author. So, and
these are things that I learned
throughout that process. So, so anyone
who's an entrepreneur who's considering
putting a book together, which is not a
difficult process because there's teams
out there that will help you put that
book together. It's just having
conversations with them. Do the book.
Right. I'm on my third book now. So, I'm
I just finalized uh final edits on the
second book and then the third book,
we're just starting it called Your
Wellness Data, which that one I'm going
to do through a publisher. But the first
book, the one that you're talking about,
what I ended up doing when I hired a
publicist about 3 years ago,
I was telling them about my story and
how how I've built these very strong
relationships with all my competitors.
And part of that is when I first got
into the industry, it was a cutthroat
mentality. Everyone in the industry was
against each other's throats. But we
were all preaching the exact same thing.
We want to change the course of
medicine. We want people to take that
proactive preventative approach. And I
told myself, I says, you know, this
doesn't make sense. You know, if you go
back in history, the way other countries
would win against other countries is
divide and conquer, right? So why are we
going to be divided if we're all
preaching the same thing and we're we're
trying to change the course of medicine?
We have to come together. We have to be
united. So what I started doing from the
beginning is building relationships with
all these other CEOs. And when you look
at the cover of the book, all of the
faces you see on that cover, those are
all of my competitors. And they all have
a chapter in my book and we're all
talking about how we're winning in the
world of modern wellness. So and that
was kind of the start of putting the
conference, the yearly conference
together that we've all partnered up on
that now it's the biggest conference in
the world for the IV nutrition space. It
was the start of uh you know the all the
other CEOs that are on the board
appointed me as the chairman of the
association. You know I took those
initiatives early on and it's been
recognized and you know has developed
into this greater thing now. Yeah. I
like that. You know it's funny. I'm
learning. I I I wasn't aware of that
regarding the book but it all makes
perfect sense. I mean if you want to if
you want to have yourself as a as an
image of someone that knows I mean what
better way than to write a book. you
know, they label you as an expert.
Regardless what's in that book, you're
an expert on whatever topic is in that
book. Yeah. And and it's a limited
amount of people that are actually doing
this. So, you're you're you push
yourself to the top right away, you
know. Absolutely. You can't BS your way
through it either, you know. No, you
can't. Um, so I like that. Okay. Uh,
what about revenues? I mean, for your
franchises, uh, give me an idea as far
as, you know, what kind of revenue can
you expect from your average store?
What's the most popular products? You
know, what's the segment, etc.? Yeah.
successful liquidita locations.
Obviously, there's a ramp up phase from
when you start, you know, um ultimately
we want to see a liquid franchise
anywhere between 150 to 300,000 in
revenue on a monthly basis depending the
services that you're offering and
whatnot. um when you're at like about
the 200 to 250 uh revenue uh monthly
revenue point uh of the business, you're
looking at uh roughly anywhere between a
15 to 25% net profitability from that
revenue. Now, the difference between
that 10% difference depends the uh
aggressive services that you're
offering, right? meaning that um if
you're offering out of that $250,000
that's coming in as as your monthly
revenue, if you're offering a lot a big
big percentage of that is let's say
medical aesthetics, well medical
aesthetics has a very high cost of
goods, right? So your net profitability
is going to be lower. But if you're
offering like regenerative medicine that
really has not that much consumable cost
to it or some of the lasers that we
utilize that there's no consumable cost,
then the net profitability is a lot
higher. So, but those would be the
numbers that we would want to see. All
right. So, 150 to 300. Let's grab
somewhere in the middle. 220 times 12.
You're talking what? 2.5 million a year,
right? And you're saying the net
profitability is between 50 and 25. So,
let's just grab a 20%.
You're talking about what? 400,000 net,
right? Okay. And is it common that
individuals that franchise one location
will just ramp up to a second or third
or Well, not really because you
mentioned you want them to be owner
operators. owner operators. Now, it
doesn't mean you can't be an owner
operator of multi multi-units of
multiple locations, but now you have to
develop a team, right? You have to have
your own support center that's
supporting, you know, these locations,
the training, all of that stuff, which
we do have multi-unit franchises that
that have uh become successful. Um, but
you know, operating one store versus two
stores is a whole another beast, you
know. And then when you go to the three
stores, the best way I could put it, I
don't have kids, but I've heard people
talk about having kids, you know, people
who have kids, one kid versus two kids
is a whole different animal, you know?
And then people who have three kids,
they say, "Hey, this is just different."
It's no comp. I guess it depends who you
talk to. I mean, I I have two kids. The
first one changed my life. The second
one, I already had no life. So, I was
like, like it wasn't that much more of a
sacrifice, you know. Uh, obviously it
was harder. There's no doubt about it.
But, are they the same age? Uh, one is
two and a half years old and the other
one is 6 months. Okay. So, it's all new
to me, you know. But the first one, like
I said, that's it. No more. I can't just
pick up and go whenever I want, you
know? Uh, the nights I already know
what's coming, you know. So, maybe
getting up. I'm so used to it already
with the first one that the second one
kind of came natural. But I understand.
And I mean, in my in my opinion, I'm
thinking if I have a franchisee that I
get along with, and on top of that, he's
profitable and he's asking me for a
second store, I'd rather take a chance
on a guy like that than on a brand new
guy I just met, you know? Absolutely.
So, he understands what it takes. He
knows the profitability. He's already
successful. Why not, you know? I agree.
I'm in the credit business. When a guy
takes a loan from me and pays me well,
that's the guy I want to lend to. Yeah,
100%. Because I I have a track record,
you know? Right. So that's been my
experience, but but you're the expert in
this field. Um I put you're mixing IV
therapy with aesthetics, weight
solutions, hormone replacements. Are you
going to continue expanding those
products or do you think that that's
that's it? That's a good uh good enough
program. No, you you know, when you
start looking at what's happening in
today's world healthwise and you're
thinking about longevity, you want to be
able to provide the most definitive
treatments for your patients. So there
are new things that we're looking into.
You know, we have a uh innovation team
on the medical side. So as these new
things, these new services and
modalities come up, typically what we
do, we test it at one of our corporately
owned and managed locations. Really kind
of figure out if this is something
that's going to grow legs and be
successful. You know, not just
business-wise, but patient outcome is is
very important. And then, you know,
financially is this scalable on a
financial standpoint. So at that point,
then we'll roll it out to all the like
it's evolving. You know, you're
constantly adding products, taking out
product, what works and what doesn't,
and you got to see what the area holds.
You know, maybe you think a product's
great, but if if you're not getting the
clients, obviously the market's telling
you something, right? Um, what was I
going to ask you? So, who are the
individuals? What's the demographic of
the people that are coming to you? I
imagine also the 8020 rule exists. You
know, 20% of your customers are the
regulars. They're the ones coming in
there and spending a good amount of
money and they keep coming more. kind of
like a gym, you know, like you have a
100,000 people have a gym membership,
but you know, it's really 20% of the
people that just they hit it every week,
you know, three, four times a week.
Those are your real clients.
Is that how it is in this business or is
it like people just come and go and
there's really not that core market?
Yeah. So, you know, when it comes to
looking at uh the clients that have the
highest LTV lifetime value are going to
be the clients that are those sweet spot
customers that are actually
participating in all of these different
services because all of these different
services when I was talking earlier
about the VA journey, all of these
different services are at different
times, sometimes different times
throughout the year, different times
throughout the month. So these are
people that are living the lifestyle
that are consistent, you know, doing the
the different services. But there are a
lot of customers that will just come in.
For example, some females will only come
in and get their lips done, you know, or
or get some Botox done. Then you have
other customers that will just come in
to do the IV drips because they're hung
over, you know, it's not really the
customer I'm looking for. We'll offer
the services to them, you know. Um but
but ultimately, yes. uh you know we
offer so many different services for
different age groups different
demographics for male female so it's a
very uh huge variety of who our targeted
clientele is I would say for us it's
more of who's the targeted clientele
specific to the services that are being
offered right yeah so each industry for
for I guess the segment of the service
you're offering has its own clientele
right like if if you were to tell me hey
how many guys are coming in to get
dermal fillers in their lips. I say,
"Well, that's a small percentage." I
mean, we're here in South Florida. Maybe
it's a little bit higher than else. But,
you know what I'm saying? Like, I tell
people I try all the services, but it
doesn't mean I do all of them, you know,
only because I offer them, you know? I
don't get my lips. I just It's not
something I'm into. Right. I got it. We
talked about the profit margins. Uh, now
what what's this trend? I mean, there's
there's these new things that I've been
hearing like biohacking that it's all
new to me and and since I've
historically been very healthy, I
generally don't tend to go out there and
look for for things that are for, you
know, health, you know, but uh lately
I've been seeing that not only do
athletes do it, not only do, you know,
influencers and and, you know, wealthier
individuals, but it's starting to become
like a norm and and maybe a way uh to
keep yourself healthy, even
preventative, like for to consider not
getting cancer in the future, you know,
to understand your body, to you know
supplement for the right things. Uh what
do you know about it? So biohacking is
specific to optimizing your health for
health span and longevity. Now mind you
health span is your quality of health
because you don't want to live another
100 years in a wheelchair unable to move
you know unable to speak unable to think
you know so health span is extremely
important in my opinion it's more
important than the longevity side. I'd
rather live a good 30 years of quality
life versus another hundred years of not
being able to move stuck into a
wheelchair. So, when it comes to health
span and longevity, there's a lot of
things that you have to do to optimize
your life, right? To optimize your
health, to make sure um you're giving
your body what it needs to be able to
have that good health span and
longevity. The problem with medicine
today is that we we live in a very
reactive system.
Our doctors wait until you're sick to
start treating you. Now, how many times
have we had friends or family come up to
us and say, "Hey, I got diagnosed with
cancer." And all of a sudden, they say
it's stage four cancer. And you, well,
what happened to stage one, two, and
three? You know, how is it stage four
right now? The reason why is that
disease hides very very well inside of
your body. So if you're not consistently
checking and looking into your biology
of your body, then by the time you do
decide to check, it's probably because
you're symptomatic and it's too late. So
when it comes to biohacking, biohacking
stands for you're basically hacking into
your own biology to optimize your health
for better vitality, vigor, which leads
to the health span and longevity. So it
comes down to what nutrients are you
deficient in? How good is your sleep,
right? Are you wearing certain
wearables? Like for example, I wear my
Aura ring here, right? It's givingven me
my sleep data. I I understand exactly
how much I went into a deep sleep, you
know, how was my recovery? What what's
my readiness score the next morning?
How's my body going to perform? Are
there certain things that I have to do
to make sure I perform better? You know,
is my immune system going to be lacking?
So biohacking is data driven. It's all
about your own personal health data.
What I do for biohacking might not work
for you. This is where I would say, "Hey
Bruno, come into Liquida. Let's do a
comprehensive blood analysis. Let's look
at your genetics, what you're
predisposed to. Let's look at how much
toxins are in your body from the
ultrarocessed foods or just walking
around in the crazy pollution
environment that we live in. Um what are
things that we have to do to detox to
make sure that disease doesn't doesn't
start to develop your body." So, but
that's all based off of data and that's
what biohacking is all all about is
really optimizing your health due to
your uh own personal health data right
now. If we lived in Sammy's America,
let's just say you're the director of
health, you know, uh what what would
these things be mandatory? I mean, do
you do you recommend I you know, I think
of a dentist. He tells me come once a
year and get your or every six months
get a cleaning. You know, do you think
this is something that everybody should do?
do?
It should. And what you're starting to
see is traditional medicine, people are
becoming woke to the whole biohacking
and and really taking more of that
proactive approach to your health. So, a
lot of the new doctors that are
graduating school, you know, they're
they're very much so into their health.
So, what are they doing with their
patients? They're advising them to start
doing some of these things, taking more
of that preventative approach to their
health. So um at some point and I think
these these four years that we're in
with the new administration is going to
be be uh bring a heck of a lot more
awareness and I do see the the uh the
change in course of medicine happening
and I do think that a lot of the
services and modalities that we offer in
the biohacking space are going to become
mainstream and part of primary care.
Yeah. Yeah. And the only reason I said
mandatory was because I'm thinking, you
know, I remember when I was 18 years
old, uh the insurance company would have
a little device that they would plug
into your car just to analyze how you
drive, you know, and based on how you
drive, they would say, "Okay, we like
the way you drive. We're going to give
you a a small premium because you're a
safe driver, right? If you drive like a
maniac, they would just basically tell
you like, listen, you're uninsurable. We
don't want to insure you. You're in the
highest risk category." Right. So, what
I think of, you know, maybe a healthare
provider, insurance company to say, uh,
you know, we want you to consistently be
up u getting to know your body so we can
catch something early and it doesn't
cost us what it would cost us if you
were in a stage 4 or whatever. Maybe
it's something you could fix with
supplements or whatever, you know. Yeah.
It it's very um it becomes very
political man because you know the
system we live in when you look at the
uh the the people at the top you know
when you look at the the big food
companies or you look at the big
pharmaceutical companies do they really
want you to be healthy or big hospital
systems do they want you not sitting in
that bed at the hospital you know what
I'm saying so so it's this is who we're
up against, you know, big pharma, big
food, which they all have a relationship
together, right? This is why we keep on
talking about all of the toxic chemicals
that are in the foods. Here in the US,
over 10,000 toxic chemicals are allowed
inside of our foods. You go to Europe,
only 400 are allowed in the foods.
That's a significant difference. You
know, and you start looking at the stuff
that happens to your body, getting
exposed to a lot of these ultrarocessed
foods, these pesticides, and all this
other stuff. I mean th this is what
causes disease to develop. This is what
causes obesity, diabetes, heart disease.
But then at the same time, you go look
at that box of cereal that's full of all
of these chemical dyes in it. What's the
first thing you see? Oh, uh, this cereal
is approved by the American Heart Association.
Association.
Who are these doctors that approve this?
I want to meet them. Until today, I
can't meet these. That's the first time
I hear that the food companies are tied
to the health. I figured the food
companies are just kind of like, listen,
we want to sell a good product that
doesn't go stale. It's cheap. People
enjoy it looks good, you know, that's
why they put the colorings and
everything. Uh, but I I never heard that
they're tied in some way. Now, they do
have the approvals of the uh I I I do
remember seeing that the American Heart
Association. Why would they be there?
Maybe to convince parents that that it's
heart healthy, that it's good for their
kids, right? I mean, that's the only
thing I can think about. Yeah. You you
know, my business partner, uh, Dr.
Christopher Davis, he's an
interventional cardiologist who got
frustrated with the the traditional
health system and and now he's on the
functional medicine side and he talks
about this all the time. You know, he
talks about how he used to go to the
hospital, do all of these medical
procedures in the Kath lab and the first
thing that they would give the patient
once they get out of the operating room.
If you look at the meal that they would
get was exactly the the foods that
caused them to have to terrible go get
that procedure. So you you know going
back to the whole food food system the
the food business if you go back in
history and there's actually a
documentary that came out called toxic
nation which is part of the whole maha
movement um Dell Big Tree RFK Jr. Dave
Aspbury, all the big biohackers are are
in this documentary and they actually
start talking about what created our
food to become so toxic. And what
happened when you go back in history is
the big tobacco companies when uh they
were being regulated at a very high
level. And the tobacco industry had to
start going back on the on the tobacco
because of the awareness that came out
about, you know, it causing cancer and
everything else. they decided to shift
and what happened is the the the the
deep pockets behind the tobacco
industry, they went into the food
business and they started buying in to
the big food companies and they took all
of their lobbyists that were lobbying in
Washington DC. They took all their
lobbyists and put it into the food
industry. So what what ended up
happening, they started allowing all
these additives and addictive chemicals
into the food to now get people addicted
to the foods instead of the tobacco. So
these are the people that are behind our
food companies or the tobacco people. So
when you go into history and you start
seeing it, it's a it's a very corrupt
system. It's just and really you we're
not going to make uh I wouldn't say
we're going to make a huge change on
actually removing a lot of these things
out of the grocery stores and whatnot.
The most important part is making people
aware, right? Because if you're aware
and you still decide to to do whatever
you're doing, that's on you, you know?
But the problem is working in the fire
department for 12 years and being in
these inner cities, people just don't
know. They don't have the education.
Yeah. Yeah. The reason I launched my
podcast, which is a free platform to be
educated by experts from all over the
world, is to get people to know. Yeah.
Yeah. I understand. Yeah. It's weird.
Even the cereals, like I used to think
there was a cereal called Smart Start,
you know, that was uh it seemed like a
good healthy cereal and then until you
read the uh it's full of sugar, all
kinds of stuff, you know, but it's
branded as like a health option, you
know, to like I mean Cocoa Pebbles or
something, you know, but yeah, that's
interesting. uh ultimately I mean I
think there's going to be a conflict of
interest in any business that's related
with health because again no one wants
to be extinct you know so if there is a
cure for something um you're right it
could it could it's not in the best
interest for the hospital for people not
to get healthy it put themselves out of
business but if the hospital does go out
of business and and guys in the
preventative m maintenance uh if they
provide a solution that even preventive
maintenance is no longer needed now you
you'd have the same problem, you know,
even though that's unlikely uh to happen
because yeah, of the world we live in,
you know, but um you still need
hospitals, right? There's certain
interventions that eating healthier
exercises, you know, if if I slip and
cut my arm, you know, we're not going to
sprinkle, you know, herb and stuff on
it. We got to go get stitches, you know,
someone has a stroke or something. So,
so you know there is a place for
traditional medicine and it it
definitely has saved a lot of lives for
sure but at the same time there's a
portion that we haven't been focused on
which is taking that proactive
preventative approach to your health.
Got it. Now liquid what do you need to
grow? I mean is it is it you need the
right franchises? Is it capital? Is it
human resources in the company? What is
it you need? It's actually all three. Um
but but human capital is definitely the
most important part for us is having the
right uh experts in the respective
fields to really take this to the next
level which you know obviously having
that human capital requires you know u
financial capital to be able to pay
people you know a competitive price for
the competitive uh you know industry
that we're in. How long would it take if
I start a franchise today? Let's say I
become one of your franchises. How long
before I see you know profitability or
what what's the the start phase you know
where you can understand that obviously
you're building the business so your
goal is to hit the break even point so
at least you're covering your expenses
right break even point will be roughly about
about
between 100 and 130,000 in revenue
depending the services that you're
offering most of wait you're saying
it'll only cost me 130,000 like that's
what I'm in the hole that I have to work
my way back out. No, no, no. That your
monthly break even point to cover your
monthly expenses, uh you'd have to bring
in revenue of of that amount. So, think
about it. If you start off a new liquid
location and the first month you only do
$20,000 in revenue, you know, you're
you're utilizing a lot of your money
that's in the bank as working capital to
keep you up afloat. So, you you want to
get your revenues to about 100 between
100 and 130,000 so at least you're
covering all your expenses. And then
from there as we increase that's that's
where the actual net profitability
comes. And in your experience from your
franchises, how long does that generally
take to get there? So every franchise is
different. Every single market's
different. I've seen it done within 6
months and I've seen people take up to
two years to get there. So, um, it
really is dependent on the franchisee,
the individual, if they're going to be
active, if they're going to be, uh,
penetrating their community, their
market, where they're at, which requires
a lot of gorilla marketing, a lot of
relationship building. Um, how much
you're going to invest into marketing,
you know? Uh, so, so there's a lot of
factors that go into play, but I've seen
it again in 6 months, and I've seen it
take as long as two years. Yeah. Yeah,
it's true. It's a relative question, but
I was looking for like a blend, you
know, of what what what is uh expected
and then I mean it's not you're not
going to get there in two months, you
know. Yeah. My expectation would be
within 12 months you should be there,
you know, that that would be a realistic
expectation to give a franchisee, but
you know, it's it comes down to, you
know, how much they're going to work
that business to get there. Understood.
And and you we talked about the exit
strategy going public. Is there an
alternative? That could be one of the
exit strategies. Um, yeah, there's a few
other alternatives, you know. Um,
one thing I've learned from one of my
business me mentors, Jerry Whitlock, who
was the largest manufacturer of, uh,
Coca-Cola in North America,
you know, I remember meeting with him
early on when I started Lovita, and he
says, he says, "Sam, a business plan is
an incomplete business plan without an
exit strategy." And since then, I told
myself, he says, "Okay, well, I got to
have an exit strategy. I either have to
sell to a strategic buyer, I have to go
public or, you know, there's there's a
few different options you can go. So,
you know, for me, it's Yeah, we could
either go public or I could sell to a
strategic buyer or, you know, go any of
the other routes that are available out
there. Yeah. Wow, that's really
interesting. I've never thought about
that. I've been pitched hundreds of
business plans and I don't think I've
ever seen an exit strategy on any of
them. Yeah, but I agree. Everyone thinks
that they're going to live forever and
they're going to run this business until
the day they retire, but it's likely not
the case. Uh, and even if it is, your
investor would want to know like,
listen, I want to get in and I want to
get out and whatever if it's 3 years, 5
years, 7 years, 10 years, but I need to
know, you know, because I don't want to
have my capital there for the next 40
years, you know? Yeah. Uh, but yeah,
that's something good to consider. I
mean, we're talking about exit, right?
And this was one thing that I heard
Grant Cardone talk about and a few other
guys about how right now is the time to
go buy a business because what what
you're seeing is you have a tremendous
amount of baby boomers that have that
are entrepreneurs that have their
business that have it could be a dental
office. It could be a regular clinic
that they're actively working it every
single day and they hit that stage of
they're ready to retire and they have
good revenues coming in, good
profitability, everything, but they're
ready to retire and they just close up
shop. They don't sell it, they don't do,
you know. So, so there's a huge
opportunity where you can actually buy
people's business for pennies on the
dollar right now because so many of
these people are just they're closing up
shop. They they they literally leave
everything behind. they're just done.
They're retired, you know. So, so right
now it might be a really good time um
based off of what I've been reading for
people to actually go buy a business and
take over somebody else's business, you
know. Yeah. Yeah. I've heard the same
thing. There's a lady called Cody,
forget her last name, but she she's
constantly out there talking about how
many people are retiring, how it's the
best way to build wealth, you know, just
buy a business. It's very secure. They
they've got a going concern. Uh they're
profitable. Um I've seen I've looked at
some business for sale that are out
there. The problem is, like I said,
every one of them requires an owner
operator, right? So, you need to be
there. It's not an investor for for like
myself that just wants to, you know, use
my capital to to to make me money, but
it requires someone to be there, you
know, right? But but I agree, there is
there. And I see people living longer.
It's in my business. Uh I'm in the
capital business. Uh man, I I met a guy
today that I was talking to, not today,
like a week ago. I talked to him and he
was like he's almost 80 years old and he
has no plans of retiring. Wow. It's just
that this business obviously like you
can work it out of your office and now
you can work it out of your home, you
know, right? They want to stay fresh.
The guy's Jewish, so he likes working,
you know? They're they love to work and
they're very good at it. I enjoy working
with them. Um, and it's I see it a lot
more common than before. I mean, people
used to retire at 65, right? No one's
retiring at that age. uh if you have
your own business, not nobody, but the
the numbers just getting as the lifespan
goes longer as as as people they they
they're healthier, I guess they feel
better. Um I mean, I'm almost 40 years
old and I feel pretty decent, you know,
and I know there was a time where like
if you were 40, man, like you started
having like all kinds of issues and and
your life expectancy was maybe in the
60s, you know, the early 70s, you know.
No, I agree. And you know, I'm I'm close
to to 40. I'm 38, you know, and um I I I
was, you know, telling a few of my
buddies, I was like, man, I remember
when I first started at the fire
department, you know, I was in the fire
miss calendar and stuff, shredded abs,
and I was in my early 20s because I
started when I was 20 years old. And I
remember some of the old-timers, oh, I
just went until you're 30, just went
until you're 40. You're not going to
look like that, dude. I got abs right
now. I feel fantastic. So, it really
comes down to how you take care of your
health, the choices that you're making.
And I'm like you. I feel fantastic, man.
I'm energetic. I don't wake up to an
alarm clock. You know, I go to sleep uh
when my my body tells me to go to sleep
and I wake up when my body tells me to
wake up. And I sleep maximum 5 hours a
night. I have all my sleep data, which
all my sleep data is fantastic, right? I
take all my supplements and everything
else. And I don't have a midday crash. I
drink one cup of coffee in the morning,
my bulletproof coffee, and that's it.
So, I I go to sleep when my body tells
me to go to sleep, and I wake up when my
body tells me to wake up. I don't wake
up till 1:00. Very cool. Sam, thanks for
coming here, man. It was it was a
pleasure talking. I've learned so much.
I wish you the best and I hope that uh
someday you'll see that exit strategy
you're looking for, you know. Thank you,
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