SCALE VOLUME

“I program for their group, I always also follow, it is program for the best, scale for the rest. So I tell everybody on it that like, listen, this is a lot. When they are following it, I tell them, start out doing about 70% of each piece. That means that if I have in there a 60-minute run, go do 45 minutes, 42 minutes, whatever it is, the first week that you are on it. 70% of everything. If there is a four-round workout, do three rounds.”

“I built a business called Gruns. We make gummy vitamins. We started it about three years ago and just recently crossed that billion-dollar valuation mark in the exit. It was a fast ride, but we found a hole in the market where people wanted the benefits of greens powders without the terrible taste and the mess of a shaker bottle.”

“Everyone was doing powders and pills, but the compliance on those is terrible. People buy them and they sit in the cupboard. Gummies change the habit because they actually taste good. We took the most nutrient-dense profile we could find and put it into a format that people actually look forward to eating every single morning.”

“We didn't reinvent the wheel with the ingredients. We just remixed the format. It's the same thing as taking a successful software product and moving it to mobile, or taking a successful supplement and making it a gummy. You take a proven value proposition and deliver it in a way that fits better into a person's daily routine.”

“Because of how heavy and important the running is in this sport, we don't stop. Yes, if you stop running, you would get stronger faster, but just because you're running doesn't mean you can't keep getting stronger. When I go into a strength block, it usually involves more specific sets and more touches to any type of resistance than it does mean eliminating my running completely. That volume of it goes from maybe 60 miles, 55 miles a week, down to 45.”

“I don't want to spend my time on a small business anymore. If I'm going to put in the same amount of effort and stress, I want to make sure the ceiling is ten billion dollars, not ten million. You have to look at categories that are already massive but haven't been disrupted by a modern brand or a better user experience in decades.”

“There's a massive opportunity in building an ACH distribution layer. Right now, moving money is still slower and more expensive than it should be for most businesses. If you can create a seamless way for companies to handle those high-volume transactions without the typical banking friction, you're sitting on a gold mine that every enterprise will want.”

“At a certain level of business, the actual product is almost secondary to the access you have. Being able to get into the right distribution channels or get on the phone with the right retail buyers is what separates the billion-dollar brands from the ones that stay stuck in Shopify land forever. Access is the ultimate unfair advantage.”

“You should know how a workout is going to affect them mentally and emotionally. Has anybody, and I'm going to speak from experience here, has anybody ever gone through a very hard, long workout and just afterwards you're emotionally drained and you just maybe cry a little bit? Like, your athletes will do that too. And if that happens, how do you get them from there into the next workout?”

“I don't want to spend my time on a small business anymore. If I'm going to put in the same amount of effort and stress, I want to make sure the ceiling is ten billion dollars, not ten million. You have to look at categories that are already massive but haven't been disrupted by a modern brand or a better user experience in decades.”

“Everyone was doing powders and pills, but the compliance on those is terrible. People buy them and they sit in the cupboard. Gummies change the habit because they actually taste good. We took the most nutrient-dense profile we could find and put it into a format that people actually look forward to eating every single morning.”

“You have to be willing to fail on ninety percent of your ads. We were pumping out fifty to a hundred different creative variations a week just to find the one or two winners that would actually scale. If you're not testing at that volume, you're basically just guessing with your marketing budget and hoping for a miracle.”

“Be an expert in the rule book. You should know the rule book as better or as well as or better than the athletes themselves. You need to be able to tell them what they are and are not allowed to use. They're going to come to you and say, hey, can I bring this with me? Can I take this gel? Whatever it is, you need to be an expert in how the rule book is set up.”

“Sam Briggs mentioned this about when younger athletes were coming in to CrossFit. And I have the utmost respect for all the young athletes, but I remember her saying this is that they just don't know how bad it's supposed to hurt yet. They don't know. They haven't experienced it. They haven't hit it. And so when they do, they just think that's right. Whereas as we age and we get older, and we know how bad that hurts, sometimes we're like, okay, I'm gonna go almost up to that.”

“We started out kind of as training partners, and it didn't go into coach and athlete until I had back surgery. And then after that, it was more like I was just watching her more, but she doesn't like me watching her work out. So we go from there, but then she started to hand it over and she would trust me with it. And that is a heavy load for me that like, look, I don't want to break her trust. She will ask me every single workout, why am I doing this? And I have to have a reason because if there's not a reason for something that I write in her program, it doesn't get done.”

“Availability is the best ability. If you're available constantly, always able to work, and that includes, you know, your quality days, your easy days. If you're available constantly, then you can stack good day on top of good day on top of good week, good months, good years, and over time, that's when you see the consistency really start to pay off.”

“We don't test. What we do is we race, and the race is our test. We use that as a performance metric. If I want to run a test on somebody, especially one where I want to get really good data, usually you want to like take a day or two off in front of it, make sure the test is their best ability, and then they're going to have to recover from it, and it could be up to like five, six day process, and then you just lost a week of training.”

“Understand the difference and how they relate to correlation and causation. What is actually causing something to happen versus what just is happening at the same time as something else? If I program something or a week and the quality day of the next week, the athlete has a great fantastic day. Is it something that I did with the week before? Or is it something, did they get better sleep? Did they get better recovery?”

“At a certain level of business, the actual product is almost secondary to the access you have. Being able to get into the right distribution channels or get on the phone with the right retail buyers is what separates the billion-dollar brands from the ones that stay stuck in Shopify land forever. Access is the ultimate unfair advantage.”

“I built a business called Gruns. We make gummy vitamins. We started it about three years ago and just recently crossed that billion-dollar valuation mark in the exit. It was a fast ride, but we found a hole in the market where people wanted the benefits of greens powders without the terrible taste and the mess of a shaker bottle.”

“One of the things that I always have to do is actually pull them back. Hey, let's pull back for a minute. You're running too fast right now, you're getting burned out, you're not able to hit a good day after a good day. So before we get hurt, be the brakes, not their breaking point.”

“We didn't reinvent the wheel with the ingredients. We just remixed the format. It's the same thing as taking a successful software product and moving it to mobile, or taking a successful supplement and making it a gummy. You take a proven value proposition and deliver it in a way that fits better into a person's daily routine.”

“There's a massive opportunity in building an ACH distribution layer. Right now, moving money is still slower and more expensive than it should be for most businesses. If you can create a seamless way for companies to handle those high-volume transactions without the typical banking friction, you're sitting on a gold mine that every enterprise will want.”

“You have to be willing to fail on ninety percent of your ads. We were pumping out fifty to a hundred different creative variations a week just to find the one or two winners that would actually scale. If you're not testing at that volume, you're basically just guessing with your marketing budget and hoping for a miracle.”