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The following podcast is a dear media production.
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She s a lifestyle blogger extraordinaire.
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Fantastic.
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And he s a serial entrepreneur, a very smart cookie.
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And now Lauren Everts and Michael Bostic are bringing you along for the ride.
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Get ready for some major realness.
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Welcome to the skinny confidential him and her.
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So this idea that if I look at the reality I know, so I don t use it to make myself feel small, or unworthy, or like, I m terrible, I suck, they can do it so much better than me.
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It s a tool, not a weapon, which is a very important note.
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It s used to inspire, and it s used to remind, like, this is something I should have done a week ago.
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So the ask is, what would someone I admire do in my seat?
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The answer comes to mind because it s a self-exercise.
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And then the act is I put whatever the answer is in motion immediately.
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If I can t do it completely, like it has to involve other people, I at least schedule the meeting, book the flight.
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The point is action.
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I put it in motion.
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Today we have Kat Cole, who is the president and COO of one of our favorite companies, Athletic Greens, the global health company that makes the all-in-one foundational nutritional supplement, AG1, which Lauren and I have been talking about for almost eight years now.
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Kind of crazy to believe.
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AG1 is one of the fastest growing nutrition brands in the world, and Kat is one of the most impressive people that we ve met on the show.
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Today we talk about how she went from a Hooters hostess to the COO of AG1.
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This one is definitely for those that are interested in career development and moving up the ladder in their current role or position, how to build trust with foreign teams, the traits of a successful brand, what traits will make a business fail, how she s evolved her leadership style over the years, how you can too, and how to check in with your teams and be a good leader and team member.
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We also talk about how to build trust and everyday routines and how she got started with AG1.
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So this episode is jam-packed for anyone that s looking to be better, anyone that s looking for career development, anyone that wants to be healthier, and there s a ton of gems around human interaction in this episode as well.
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With that, Cat Cole, welcome to the Skinny Confidential Him and Her Show.
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This is the Skinny Confidential Him and Her.
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You went from being a Hooters hostess at 17 to becoming the COO of Athletic Greens.
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Yeah.
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That s some growth.
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I love evolution.
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I went from being on the bar naked to here I am today.
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That s right.
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So I love that.
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Growth.
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Growth.
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As the meme says.
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You know, yeah, it s fun.
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It s fun to look back and see how it all evolved.
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Totally.
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Remember somebody the other day asked if you were a Hooters waitress when you said you worked in a bar?
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They didn t even have to say Hooters.
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They just assumed.
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That s okay.
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I love Hooters.
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I love a chicken wing.
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I love their tights.
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They have the best tights on the planet.
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They were ahead of their time.
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Those tights.
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Do you remember the tights?
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Oh, I remember the tights.
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Lauren used to try to sneak to go find those tights and they weren t sold there.
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You know the girls would not tell me where- This was pre-Spanx, so we had to cut the feet out of them.
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They re so good, those tights.
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We had a vending machine in the back of the restaurant for the Hooters girls.
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See, the Hooters girls wouldn t tell me.
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I went and I said, what tights do you guys wear?
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I literally drove to like Al Cajon, which is like, I think- Yeah, because there were no lines, nothing all the way, nude all the way to the top.
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So you could wear shorter shorts, easy to, when you cut the feet out, they didn t roll up.
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These are the secrets.
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These are the secrets.
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These are the things people need to know.
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They tighten everything.
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Like they re still the best for Halloween if you re looking for a good tight.
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But back in the day, they wouldn t let me go to the vending machine.
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We were stingy.
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I mean, I get it.
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Hey, it s a secret.
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They re a hot commodity.
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You just blew the secret off the Hooters hostess.
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Okay, so tell us how you go from being a Hooters hostess to being the COO of Athletic Greens.
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Talk to us about how you are a Hooters hostess and now you re the COO of Athletic Greens.
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What s the in-between there?
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There was a lot in between.
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So first I m a child of a single parent, alcoholic father, left my dad when we were nine, raised my two sisters.
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I have two younger sisters.
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My mom worked three jobs, fed us on a food budget of $10 a week for three years.
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So like that was the pre Hooters piece.
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And then that led to, well, I need to work.
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There was no money on either side of the family.
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And work for me was power, learning.
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It was escape.
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I thought if I were any work, honestly, sweeping floors, cleaning a gym, anything was a ticket to get out of.
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what we were running from, what we were leaving, my dad, the situation, the family.
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And so I started working in malls when I was 15.
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I was cleaning gym equipment when I was 16 and layering in being a hostess was like a big deal.
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It was a ticket to the restaurant job.
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And I didn t have a dream to work in a restaurant, but I wanted to pay my bills.
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That was it.
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It was all just a way to make money and pay bills.
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Then I got recruited to work at Hooters out of the mall, became a hostess at 17.
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Turned 18, started as a waitress, as a Hooters girl, rocked the orange shorts, paying my way through college.
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First person in my family to get into college was an electrical engineering, computer sciences major, and thought, that s it.
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I m going to pay my way through school.
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I m going to finish my engineering degrees, go to law school, and become an attorney.
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That was the plan.
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And then Hooters started growing around the world.
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When I was 19, I started opening franchises in Australia, in South America, in Central America.
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By the time I was 20, I was failing college because I was never there.
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I was traveling opening restaurants.
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So I m a college dropout.
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I quit when I was 20 years old.
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I took a corporate job at Hooters, moved from Jacksonville to Atlanta and started running corporate teams as a 20 year old.
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And by the time I was 26, I was vice president of Hooters.
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We were doing around 800 million in annual revenue at that point.
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We launched an airline.
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Terrible idea for a restaurant company, especially.
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But we were growing internationally.
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We were fully vertically integrated.
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So we owned our own supply chain.
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We owned our own marketing company.
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And I learned unbelievable things from that business and from that company.
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What did you learn?
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You have to tell us all the things you learned.
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All the things.
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What was pretty wild was that time that I was opening franchises as a 19 and 20-year-old.
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I m the leader, traveling to another country where I ve never been, leading a team I ve never met, to deliver a consistent outcome every time.
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A franchise with an owl serving chicken wings with the same menu, same service each time.
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But every time I opened one of those restaurants, some similar things went wrong.
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And it was the first time that I realized I am the only common denominator here.
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And so either things are miraculously going wrong in the same areas or I have something to do with it.
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Oh, accountability.
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That period of time, I was really young, but it I mean, you said growth, so much growth because you have people who one half the time they don t want you there.
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Right.
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You re you re in their country.
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You re trying to teach them things.
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They want to do it their way.
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They want you out of their way.
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So learning to build trust with people you don t know, lead teams that you ve never met to deliver a consistent outcome and how to modify a brand country after country.
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Some things did need to change.
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some of the menu, some of the music, even some of the uniforms to a degree.
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And we didn t have a playbook for it.
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We were growing so quickly, not because we were so good at it, because the opportunity was like the brand was of the moment.
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It was so hot.
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What year did it start again?
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1983.
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I can t remember.
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I can t believe I remember that number.
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But yeah, 1983.
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And so when I was there, I graduated high school in 96.
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So I started working at Hooters in 96, 95.
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And so this was in the late 90s and that I was traveling around the world opening franchises.
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So that early period was a brutal leadership mirror.
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The teams would tell me right away if I was doing a good job or not.
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And the degree to which the restaurant performed effectively was a reflection of my abilities as an operator.
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So I did that 1920, the corporate office was growing and they said, we need someone to help build our training department.
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Like go help us find more people like you and do more of what you re doing so we can grow faster around the world.
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So that s what I did.
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And as the company grew, I grew, was there in the executive team for about six years.
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I was at Hooters for almost 15 years.
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What do you think, looking back, you mentioned that it was like the same thing every time, but what are some other things that you look back on and you think really set them up for success?
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Can you pinpoint to some things?
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Yeah.
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The brand, you mean?
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I mean, they had really good chicken wings.
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Great chicken wings.
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Is that what you went for?
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Every Friday.
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You know, part of it was the founder story.
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There were these six founders who just wanted to make a restaurant and a bar, which it was never really a bar.
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It only had beer and wine for most of its history.
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Is that all they wanted to do?
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Yeah.
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They just wanted a place that they wouldn t get kicked out of.
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That was it.
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Maybe a little I can t their own spot.
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Yeah, and and I remember one of the founders said Something like like socially acceptable sex appeal and chicken wings and sports
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are never going to go out of style.
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And so that was their founding ethos.
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They started in Clearwater, Florida, opened up a beach shack.
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People loved the wings.
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They loved other things as well.
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And the business grew.
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And when I joined, it was in the peak.
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And so we were growing all over the world.
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And as I mentioned, we had all these different businesses.
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So we had the Hooters Hula Bowl, which was a football playoff tournament.
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We had the Hooters NGA Tour, which was a golf tour that was a couple of tiers down from the PGA.
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We called it the Non-Golfers Association Tour.
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Doesn t John Daly have a few of those?
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John Daly was one of our, we sponsored him.
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So back in the day, I can t believe it was so long ago, but it was a blast being a Hooters girl.
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But I was actually rocking the orange shorts, not for very long, because I moved up into management and started helping to grow and run the company.
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But I learned a lot about customer service, of course.
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I mean, when you work in the service industry, I ll never forget those lessons.
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You have such proximity
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to the customer and your impact on it.
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Like the food s not good, people tell you.
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And a casual dining restaurant, at least then, you know, it was the only place where you earned tips.
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And so your tip was a reflection of not just, you know, is the energy great?
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Did we have fun?
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Did the drinks come on time?
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But was the food good?
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And even though it was Hooters, yes, people actually cared and tipped about the quality of the food.
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And so being an employee, I was so aware that the work the cooks do, the work I do, the bartender, all leads to my compensation.
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And so that I will never unlearn the lesson of there is a role that everyone plays in a business to the customer s experience and their experience is what pays everyone s bills.
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It s such an obvious lesson in a restaurant.
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It s a little different when you re in different types of businesses where the founders or the team are farther away from the customer.
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Very different from running a large scaling D to C business with a single product.
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So that was the Hooters chapter.
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was there for almost 15 years, loved it, then got recruited to become the president of Cinnabon and turn it around out of the heart of the recession.
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How fun.
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It was.
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I mean, I was such a fangirl.
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I ve been a fangirl of every brand I ve ever run.
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I am chief fangirl of AG1.
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I was a customer before I ever helped Chris Ashenden, the founder, as an advisor, and I was a customer before I joined.
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And I was such a fan of Cinnabon.
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I grew up going to malls, and I worked in malls, and I loved that smell.
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And so to have the opportunity, my first president role, I was 31 years old, to turn around this business that was in a lot of trouble.
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What happened to them?
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Were they in trouble?
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So the brand was beloved.
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It s iconic, right?
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Nostalgic.
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Yeah, nostalgic.
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Like hot dog on a stick.
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It is hot.
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It s like hot dog on a stick.
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And I think the unaided awareness was something in the realm of 94, 95%.
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That s like Coca-Cola, Nike, right?
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The recall, at least in North America and in particular in the Middle East, it s just a known brand.
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And so the brand was beloved.
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But the business model was fundamentally broken.
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One, it was only in malls and airports at the time.
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While traffic had only slightly begun to decline, but that was an issue.
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How many times would you go to a mall or an airport, the average person?
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1.25 times a year is the answer.
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So the frequency of use of the product was one time a year.
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So you re relying on all this unique foot traffic.
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That s why we had to be in high traffic venues, because it s an indulgence.
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It s definitely not meant for every day.
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And so the model itself had not evolved.
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The format, where it showed up, there was no presence of it in grocery, which is something we changed.
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and they had not invested in innovation.
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Well, when I joined, there are all these concepts popping up, like Baked by Melissa and these super cute little cupcakes and sprinkles and sweet, portable, smaller.
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Bunt cakes, was that one?
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Nothing but cakes.
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Yeah, all these small indulgences.
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Yet, Cinnabon was a bit stuck, not only in the past, but a bit full of itself in the way that the franchisees and the brands said, well, we re known for the big cinnamon roll.
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If we do small things, we ll be just like everyone else.
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And it can be a bit of a founder s dilemma or a leader s dilemma in the tension between protecting what you re known for and evolving enough to stay relevant and contemporary.
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Like what got you here is not always going to be what got you there.
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So part of what was wrong is the business hadn t innovated in its format where it showed up or the types of product that it sold.
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And so very quickly, I just started spending time with employees.
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and franchisees and customers, and I asked three questions to everyone.
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What s one thing we should stop doing to make the business better?
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What s one thing we should start doing to make the business better?
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And what s one thing you would do differently if you were me?
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And I asked that question.
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I still, today, I ask that of team members.
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Oh my God, I m writing it down.
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That s such a good one.
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It s so interesting.
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And sometimes the way I would ask it wouldn t be that literal.
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So,
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at Cinnabon when I joined, when I wanted to know what we should stop doing.
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The reason I asked that question is the private equity firm was not excited about continuing to fund money into a business that was struggling.
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So I had to find my own money.
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I had to find pennies in the P&L to reinvest in the business, to help the franchisees.
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So how do you do that?
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You stop doing some stuff.
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It s so rare as humans that we stop, we like and, and, and, like next, next.
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And then the team s like,
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We have no time, we have no capacity, we have no resources.
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So I asked what we should stop doing.
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The way I asked that is, tell me what we re throwing away.
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So I actually didn t ask all the employees, what should we stop?
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Some I did, but I asked a more literal question.
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What do you throw away?
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What do we make you make that doesn t get used?
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Those are things we could stop doing, and it probably isn t going to hurt anyone.
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There s an author, I think it was Morgan Housel in his new book, but maybe somebody else, and I probably will fuck this up, but he was saying that human beings in general perceive taking away things or subtracting things as a negative, even if it s a good thing.
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Like, I m going to take toxic relationships.
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Anytime they think that you re removing something, we just subconsciously view it as negative and we view adding things as a positive.
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That s right.
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And so in business, a lot of times it s like,
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you may need to take away things, not just in business, but there s this conception in our minds like, oh, anytime you take something away, it s not good.
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That s right.
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And it can be used as a very powerful incentive as well.
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If someone starts with, think compensation systems, they start with a bonus structure and you have this much to earn, but if these things aren t hit, it actually goes down.
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you re losing potential from a compensation perspective.
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So what were they throwing away?
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Excellent question.
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I m dying to know.
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So there were some areas where they were throwing away things that were operating materials.
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So we had moved to digital learning.
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Again, this was a little while ago.
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We had moved to digital learning, but we were still requiring them to have paper manuals.
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And so they would just pull it out when the corporate team would come in and do the audit.
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So they passed the audit.
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But the reality was it wasn t necessary.
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So here we are asking franchisees to pay for things that they re not using, to take up shelf space that should be holding something else that s more valuable.
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So there were internal things we had not stopped doing long after they were no longer relevant to the business.
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But customers were throwing away pieces of the giant cinnamon roll.
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I know it s heresy, but that is what every single employee told me.
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People are throwing away pieces of the cinnamon roll now.
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They didn t used to.
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So that was answer one.
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Then when I asked the opposite question, which is what should we start doing, the way I asked that question was tell me when we say no.
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When do we say no to customers consistently?
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Why would we be saying no to customers in Poughkeepsie, in Indiana, in New York, totally different places, totally different customers.
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Why would we be saying no to the same thing over and over?
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Because customers are clearly telling us they expect something.
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Why would customers start expect something?
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The market is changing, but they believe we should be doing it.
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What were we saying no to?
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Smaller portions.
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I was just going to say, I m I want a skinny cinnamon roll, like a little I want like a little cutest, a cute little tiny bite.
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The little kiss of Cinnabon.
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Three bite roll dessert.
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That s what I want.
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Yes, Queen.
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That makes sense.
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OK, so what happened?
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This is it.
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SPEAKER_01
So now you triangulate these answers as well as the third, which is just supposed to help prioritize.
1
SPEAKER_01
Tell me one thing you would do differently if you were me.
1
SPEAKER_01
So I m asking hourly employees, if you were the president, what s one thing you would do differently?
1
SPEAKER_01
Franchisees, tell me one.
1
SPEAKER_01
And of course, some people are like, pay me a million dollars.
1
SPEAKER_01
You re looking for the patterns, themes.
1
SPEAKER_01
And the reality is, in most companies,
1
SPEAKER_01
employees and customers have a good chunk of the answers you need to drive innovation.
1
SPEAKER_01
Not all of them, but a good bit.
1
SPEAKER_01
And that
2
SPEAKER_02
Then began the march to the minibon.
2
SPEAKER_02
We launched a smaller cinnamon roll, but when I went to the franchisees and said, it is so clear we need a smaller cinnamon roll, they fought me and some of them threatened to sue if I forced them to sell a smaller cinnamon roll, which seems wild.
2
SPEAKER_02
Who has a greater incentive for economic prosperity, revenue growth than a franchisee that has their life savings invested?
2
SPEAKER_02
You would think these would be the people threatening to sue me if they couldn t sell a smaller cinnamon roll.
2
SPEAKER_02
But they were, three things were true.
2
SPEAKER_02
One, they were already in a declining revenue situation because of the recession.
2
SPEAKER_02
This was the great recession, right?
2
SPEAKER_01
We didn t want it to get worse.
2
SPEAKER_02
And so, exactly.
2
SPEAKER_02
And so, in a recession, there are two things people stop or slow down doing, shopping and traveling.
2
SPEAKER_02
We were only located in shopping and traveling venues.
2
SPEAKER_02
So the foot traffic was just declining, not because of the retail apocalypse or e-commerce, that wasn t even like the thing at scale at that point.
2
SPEAKER_02
It was discretionary income.
2
SPEAKER_02
People didn t have money, they didn t have jobs, and they were scared.
2
SPEAKER_02
They stopped buying bottled water.
2
SPEAKER_02
They stopped adding on drinks at restaurants, because they had at home, like, this is just what happens in these periods.
2
SPEAKER_02
And so the franchisees were so scared, because their revenue was already lower, that if I made them sell something that was $2 instead of $5, that the few customers left who were spending $5 were going to trade down.
2
SPEAKER_02
So they were afraid of further decline of revenue.
2
SPEAKER_02
Now, anyone who knows behavioral economics understands that in human psychology, when we have a lower entrance point to something, we re more likely to try, we re more likely to experiment, and if the product s good, we re more likely to buy more or add on things because it s a lower price point.
2
SPEAKER_02
But they weren t thinking logically, and they re small business owners.
2
SPEAKER_02
They were just scared.
2
SPEAKER_02
Many of them had big, big back-due rent bills to mall landlords, and they were scared.
2
SPEAKER_02
So I had to appreciate their situation while still having the responsibility to help them do what was right for the business, which absolutely was launch a smaller Centermineral.
2
SPEAKER_02
So then I did what any good leader should do when you re trying to drive change, but people resist it.
2
SPEAKER_02
One, I found a coalition of the willing.
2
SPEAKER_02
There were some people who were interested, whether they were younger franchisees or people who d been around and just were more curious.
2
SPEAKER_02
I confronted reality.
2
SPEAKER_02
Hey, like folks, if we keep doing what we re doing, I can t predict the turn.
2
SPEAKER_02
There will be a turnaround.
2
SPEAKER_02
Recessions don t last forever, just like boom times don t, but I don t know when.
2
SPEAKER_02
So we have to kind of take
2
SPEAKER_02
things into our own hands and a lower price point is actually going to create more trial and more frequency instead of what these folks were doing, which was they were not only scared and not innovating, they were raising the prices of the cinnamon roll.
2
SPEAKER_02
And so I made this joke, which wasn t funny, but it was meant to illustrate the point.
2
SPEAKER_02
You guys are raising prices so much that you re eventually going to be selling one $10,000 cinnamon roll to your last customer, right, that comes in.
2
SPEAKER_02
this idea of helping them see the reality, getting on the same page, finding the coalition of the willing.
2
SPEAKER_02
I found a few franchisees who were not only interested, the co-founder of Cinnabon, it was a father-son duo, Rich and Greg Komen.
2
SPEAKER_02
This is Greg Komen, amazing human.
2
SPEAKER_02
I went into his restaurant, he was already selling small cinnamon rolls.
2
SPEAKER_02
It just wasn t approved by the company.
2
SPEAKER_02
It was like basically being shielded or hidden again when corporate would come in.
2
SPEAKER_02
He had been making a ton of money by selling different sizes of cinnamon rolls.
2
SPEAKER_02
And so had a few other franchisees, but the previous leaders didn t look at it that way.
2
SPEAKER_02
It was compliance and we re a one brand and we need to do the same thing that we ve always done.
2
SPEAKER_02
And so again, the answers were already in the system.
2
SPEAKER_02
And so saying,
2
SPEAKER_02
Here s what the customers are saying.
2
SPEAKER_02
We can t keep doing what we re doing.
2
SPEAKER_02
Let s try this.
2
SPEAKER_02
Here s a few people who are already trying it.
2
SPEAKER_02
You few people who are already trying it.
2
SPEAKER_02
Help me convince the other franchisees because they don t want to hear some corporate new person coming in like they want to hear from you.
2
SPEAKER_02
We rolled it out.
2
SPEAKER_02
The mini bond, as traffic started to come back, essentially turned around the revenue of the business.
2
SPEAKER_01
Quick break to talk to the parents out there.
2
SPEAKER_01
Ever since Lauren and I had children, we have been absolutely crazy about making sure that they get the best nutrition possible, they get the right supplements, they just get the best care.
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For those parents that have been using formula or thinking about using formula when it comes to feeding your infant,
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That s why you re listening to this show.
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And that s why we want to talk to you about A2 Platinum.
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Enjoy.
2
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I found out on an episode with Max Lugavere that a lot of the pots and pans that we are cooking in have toxins in them.
2
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So I found a product that was made without any toxic materials like PFSA, PTFE, and PFAO, and any of those other hard-to-pronounce chemicals.
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I ll cook my kids  eggs on them all the time, and they just slide off the pan, which is really nice.
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They re so easy to clean, which is huge in my book, because it saves me time.
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The one that I got is a cream.
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And this is especially amazing if you want to go non-toxic in your home.
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2
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One way that I ve found to get more protein into my diet is after I heavy lift in the gym, I ll come home and I ll take a scoop of protein and I ll just froth it in water and drink it down.
2
SPEAKER_00
But I was trying to find a protein powder that didn t have that chalky, like heavy aftertaste, especially because I am putting it into water.
2
SPEAKER_00
And I wanted something that had a lot of protein in it too.
2
SPEAKER_00
And I wanted a grass fed protein.
2
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So enter clean, simple eats.
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This protein is so creamy and smooth that I don t mind at all drinking it in water frothed up.
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And I went to look at how like TikTok does this protein.
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2
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One thing that I really like about Clean Simple Eats specifically is they have a high ingredient standard.
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So their protein is always grass fed.
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You always want to get a grass fed protein if you can.
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3
SPEAKER_01
I think in any business or even just in life in general, when things get tough, we get in this like paralysis and you just kind of stop looking for the areas.
3
SPEAKER_01
You re right over there?
3
SPEAKER_01
Yeah.
3
SPEAKER_01
For areas of improvement.
3
SPEAKER_01
You re just like, I m just going to stay on this path.
3
SPEAKER_01
And sometimes, you know, I was just talking to a friend of mine and I was like, listen, if you stay,
3
SPEAKER_01
He s working on something else.
3
SPEAKER_01
If you stay on this path, even though you re kind of stable right now, if you fast forward a little bit, if you don t make a change, it s not going to get better.
3
SPEAKER_00
Yeah.
3
SPEAKER_01
But just when you re in those tough moments, you can t.
3
SPEAKER_01
I think that it s like even being in a bad relationship.
3
SPEAKER_01
You re like, this isn t going to work.
3
SPEAKER_01
That s right.
3
SPEAKER_01
But you re not willing to look at what you need to change.
3
SPEAKER_00
It s so tough.
3
SPEAKER_00
It s so true in relationships.
3
SPEAKER_00
I mean, I remember I was in an 11-year relationship before I met my husband, not married.
3
SPEAKER_00
But there was just a period of time where it was good.
3
SPEAKER_00
It was like,
3
SPEAKER_00
Good.
3
SPEAKER_00
And then different things happened that made me wonder or think.
3
SPEAKER_00
Could it be awesome?
3
SPEAKER_00
Should it be awesome?
3
SPEAKER_00
Do I deserve better?
3
SPEAKER_00
Am I an asshole for questioning this?
3
SPEAKER_00
Like you just get in your head and you can get yourself stuck in something that maybe isn t terrible because terrible often is at least bad enough to motivate change.
3
SPEAKER_00
It s that squishy, mediocre middle that people can get stuck and not actually realize what they re worth.
3
SPEAKER_02
And you really know how to ask the right questions.
3
SPEAKER_02
How did you know how to do that?
3
SPEAKER_02
Is that innate?
3
SPEAKER_00
Probably a little bit of nature, but I don t think you can remove my time opening restaurants around the world as a teenager and get the same question-asking outcome because I was so new at everything.
3
SPEAKER_00
Half the time, I didn t speak the language.
3
SPEAKER_00
where I was leading openings.
3
SPEAKER_00
And so I didn t have the answers.
3
SPEAKER_00
Like having the right questions is more important than having the right answers.
3
SPEAKER_00
Having the right questions and then creating a culture where people feel comfortable telling you the truth or where you re honest enough with yourself to tell the truth and then acting on it.
3
SPEAKER_00
This ask, answer, act, that became my superpower.
3
SPEAKER_00
Ask, answer, act.
3
SPEAKER_00
When I m in Argentina,
3
SPEAKER_00
I m going to ask this question.
3
SPEAKER_00
I m going to do everything I can to get the honest answers.
3
SPEAKER_00
And I have people tell me what they think I want to hear, which certainly happens in some situations and cultures, and then act on it and then do it again and again and again.
3
SPEAKER_02
Do you ask to their face or do you do a questionnaire and have them turn it in anonymously?
3
SPEAKER_00
That is an excellent question.
3
SPEAKER_00
Also, you are a great question asker.
3
SPEAKER_02
I m taking 20 notes on this.
3
SPEAKER_02
I wanna do this.
3
SPEAKER_00
So, all the things.
3
SPEAKER_00
I view this as this idea of checking in.
3
SPEAKER_00
For whatever reason, since I was a little girl, I was scared of not knowing the truth.
3
SPEAKER_00
Like, I wanna really know what s going on.
3
SPEAKER_00
It might ve been the situation with my dad and how that all came to be and leaving my dad.
3
SPEAKER_00
And I knew it was bad for a long time, but it took a while for my mom, because we were so poor on both sides of our family, to get up the courage to figure it out and leave.
3
SPEAKER_00
And when she came to me when I was nine years old and said, that s it, I m done, we re leaving.
3
SPEAKER_01
I don t think there was just no certainty.
3
SPEAKER_01
That s right.
3
SPEAKER_01
For a period of time, yeah.
3
SPEAKER_00
And as a nine-year-old, I didn t cry and I didn t get upset.
3
SPEAKER_00
I looked at her and thought, what took you so long?
3
SPEAKER_00
at the age of nine.
3
SPEAKER_00
And the lesson in that is that people who are closest to the action, which is why I ask employees all these questions, people who are closest to the action know what the right thing to do is long before the leader takes the step.
3
SPEAKER_00
They don t know, they don t have the language to articulate the problem or the solution completely, and they don t have the authority to do something about it like we do, but they have a piece.
3
SPEAKER_02
And if you get really good as a kid, yes, totally makes sense how you came to that conclusion.
3
SPEAKER_02
You knew what the answer was the whole time, but you just couldn t maybe articulate it.
3
SPEAKER_00
Yeah.
3
SPEAKER_00
And I couldn t pack us up and leave and help my mom figure out how to feed us on a food budget of ten dollars a week.
3
SPEAKER_00
And so now it s just the way I ve come to navigate the world.
3
SPEAKER_00
Just asking.
3
SPEAKER_00
I want to know.
3
SPEAKER_00
And I I really want to know.
3
SPEAKER_00
No, I remember when I was at the head of training at Hooters was a VP of training.
3
SPEAKER_00
And I used to hold these management workshops.
3
SPEAKER_00
And I know this is gonna sound a tiny bit creepy, and I assure you it s not.
3
SPEAKER_02
We love creepy, creep us out.
3
SPEAKER_00
It s like a little bit creepy, maybe a little.
3
SPEAKER_00
But when I would go on the breaks, I would go into the bathroom to use the restroom, but I would stay in the stall longer and listen to what people were saying about the class.
3
SPEAKER_00
Like a focus loop.
3
SPEAKER_00
Exactly.
3
SPEAKER_00
And I would never use it against them, right?
3
SPEAKER_00
I would never be like, I heard you.
3
SPEAKER_00
I really wanted to know the true truth.
3
SPEAKER_00
And they would say sometimes small things like, and of course, I m only hearing the female point of view.
3
SPEAKER_00
This is when there was the more single gender restroom in general.
3
SPEAKER_00
But I was like, oh, the music s too loud.
3
SPEAKER_00
Oh, the speaker s annoying.
3
SPEAKER_00
Oh, we ran out of snacks in the back.
3
SPEAKER_00
Like just all these insights, because if they can t focus, they re not going to learn.
3
SPEAKER_00
If they don t learn, I don t have the business impact.
3
SPEAKER_00
Therefore, I m not doing my job.
3
SPEAKER_00
And I felt the same way when I was leading Hooters Girls and Cooks.
3
SPEAKER_00
Like if if they don t have coffee, if they re hungry, they re not going to focus.
3
SPEAKER_00
If they don t get a break, they re not going to be able to have fun.
3
SPEAKER_00
Like you re just always thinking about what really matters is them.
3
SPEAKER_00
What really matters is their experience.
3
SPEAKER_00
And so what I really need to know is anything that could remove friction.
3
SPEAKER_00
or anything that could solve problems, that is at least within my control.
3
SPEAKER_00
There would sometimes be times I would hear things that were not in my control, or maybe that I couldn t change.
3
SPEAKER_00
Like what?
3
SPEAKER_00
It might be a complaint about the layout of a restaurant.
3
SPEAKER_00
So, inefficient restaurant, we remodeled an existing location that was previously something else, and it s super annoying to have to walk around this booth.
3
SPEAKER_00
Or there might ve been a manager that at that point, I wasn t in a position to hire and fire the managers directly.
3
SPEAKER_00
Or there was a choice of technology that people didn t agree with.
3
SPEAKER_00
And this has gone on far beyond then.
3
SPEAKER_00
So I learned that in asking questions and getting these insights, just like you said, it s a constant focus group.
3
SPEAKER_00
I can either fix it and make things better, which is awesome.
3
SPEAKER_00
I can have a conversation about it to at least let the air out of the thought balloon and not have them be emotionally weighed down or intellectually distracted, or have a conversation about business and realities.
3
SPEAKER_00
And, hey, you ve said you disagree with this, or you don t know why we can t do X. I actually want to explain it to you.
3
SPEAKER_00
And you know what?
3
SPEAKER_00
Obviously, I didn t do a good enough job explaining why this is the way that it is.
3
SPEAKER_00
So let me explain it.
3
SPEAKER_00
And so sometimes I would get those insights from over, what is it, eavesdropping through the restroom stall doors.
3
SPEAKER_00
But there would be other times that I would ask to your point.
3
SPEAKER_00
So one of my favorite tactics or frameworks is called MMDD log, made my day difficult log.
3
SPEAKER_00
So you just ask all your team members at the end of every day, but one thing that made your day difficult, just one.
3
SPEAKER_00
Carson, what s making your day difficult?
3
SPEAKER_02
Me coughing.
3
SPEAKER_00
Probably that.
3
SPEAKER_00
And so you get however many people you have on a shift or on your team, 10, 20, 200, to put one thing and you look for the patterns and then fix the top one thing.
3
SPEAKER_00
Then look at the list and go, ooh, there s an interesting conversation to have here with the team to help them start to understand that what s your top thing is not your top thing.
3
SPEAKER_00
to empathize with management.
3
SPEAKER_00
Like we can t make everyone happy all the time.
3
SPEAKER_00
And so here s why we re going to tackle this issue or this request.
3
SPEAKER_00
So the MMDD log, made my day difficult, is something I ve used for over 20 years.
3
SPEAKER_00
When I take on a new team, implement a new technology, launch a new... The more new, the more I want to know the insight.
3
SPEAKER_00
Less change maybe made my week difficult or made my month difficult.
3
SPEAKER_00
Ask the question, get the answers, act on it.
3
SPEAKER_02
Are they writing this down every day and then presenting it at the end of the week?
3
SPEAKER_02
How is it from a tactical standpoint?
3
SPEAKER_00
So in the restaurants, the way it worked, it was a clipboard.
3
SPEAKER_00
And so they would write before they left.
3
SPEAKER_00
And then I would look at the end of the shift.
3
SPEAKER_00
And then the next day, I would tell people what we fixed or have the conversation about things that maybe we didn t have the money to fix or that we needed to wait until something else came in order to fix.
3
SPEAKER_00
It usually was a lot of fixing stuff.
3
SPEAKER_00
Every once in a while, they d put someone s name there.
3
SPEAKER_00
What made your day difficult?
3
SPEAKER_01
The main takeaway is maybe I should start hiding out in the bathroom.
3
SPEAKER_01
Maybe I ll just start posting up in there.
3
SPEAKER_02
And would they actually write their name?
3
SPEAKER_02
Are they like, Sally, this is what made my day difficult?
3
SPEAKER_00
No.
3
SPEAKER_00
Sometimes.
3
SPEAKER_00
Sometimes they would write their name and own it.
3
SPEAKER_00
I never always said it could be anonymous if you wanted, but sometimes what was making their day difficult was another person on the shift.
3
SPEAKER_00
So if I saw that name coming up over and over, which is a little awkward, but you just, wow, okay, this is coming up.
3
SPEAKER_00
I need to at least look into it and have a conversation, but it wasn t usually people.
3
SPEAKER_00
It was normally something we did have control over.
4
SPEAKER_01
What s the hotshot rule?
4
SPEAKER_01
Is that the same?
4
SPEAKER_00
No, very different.
4
SPEAKER_00
So all of this is a form of ask, answer, act.
4
SPEAKER_00
So asking questions is checking in with team members.
4
SPEAKER_00
Just check-ins, right?
4
SPEAKER_00
I do check-ins.
4
SPEAKER_00
Those questions I was mentioning, those three questions.
4
SPEAKER_00
The MMDD log, made my day difficult, is another way to ask, answer, and then act.
4
SPEAKER_00
The hotshot rule is very different in that it is a self-coaching exercise.
4
SPEAKER_00
When I was growing up in the corporate world, I worked for Hooters.
4
SPEAKER_00
And while I had many mentors in that company, obviously, you don t have a career like mine without people who believe in you.
4
SPEAKER_00
It was really hard to get mentors outside the company.
4
SPEAKER_00
Because I m a child of a single parent, alcoholic father, college dropout, worked at Hooters my whole life.
4
SPEAKER_00
I m not exactly on paper at the top of the list of what some bigwig executive wants to invest in.
4
SPEAKER_00
So I developed two approaches to help myself get better.
4
SPEAKER_00
One was mentoring moments instead of mentors.
4
SPEAKER_00
It was really hard for me to get formal mentors, but I could go up to anyone and in five minutes say, I heard you were good at this.
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I d love to ask you one question about it.
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Can I buy you coffee?
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SPEAKER_00
Can we chat really quick?
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SPEAKER_00
And I would make a brief, short mentoring moments.
4
SPEAKER_00
And I was just colored and flooded by all these people s experiences.
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An assistant, a coordinator,
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a manager, a customer, someone I read about in a newspaper.
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SPEAKER_00
At a minimum, people are flattered, but most of the time, they ll take a few minutes if you respect their time.
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SPEAKER_00
So I just had a million mini mentors, it felt like.
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Some of those people I had lots of conversations with, and it turned into what looks more like a typical mentor because we developed a relationship.
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So that was my way of getting perspective and coaching out of people.
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but then I needed to do it myself.
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SPEAKER_00
So the hotshot rule is simply this.
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I envision someone I admire, anyone.
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SPEAKER_00
So for this, I ll envision you guys.
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SPEAKER_00
Oh, all right.
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SPEAKER_00
And I envision you in my seat tomorrow.
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SPEAKER_00
I am gone.
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SPEAKER_00
You have my Slack, my whole team at AG, living all over the world in different time zones, our current business, our current economics, our current customers, everything.
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SPEAKER_00
You just inherit it tomorrow.
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SPEAKER_00
And then I ask myself, so I m literally picturing you holding my team meeting and going WTF and looking in my Slack and thinking, what was she doing?
4
SPEAKER_00
And I ask myself, what is one thing, just one, and the first thing that you would do differently to make the business better?
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SPEAKER_00
And for whatever reason, it comes to mind immediately.
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SPEAKER_01
And is that typically maybe manifesting in an area where, I don t know, like say there s something you need to improve on, but for whatever reason, it s difficult and you don t want to do it, but you know a person you admire would make that tough decision.
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Is that
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Yes, it s that.
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It is the fact that we know.
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We know what we need to do.
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SPEAKER_00
We know.
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Maybe it s because employees have been telling me, but I ve just brushed it off.
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SPEAKER_00
Or the reality is we re all blinded by our own progress.
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The problems I navigate today don t feel as major as the ones long ago, of course, because we ve progressed as a company.
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SPEAKER_00
We ve progressed as a team.
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SPEAKER_00
And so this idea that if I look at the reality I know, but through the eyes of someone who s fresh, to your point, but who I respect.
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SPEAKER_00
So I don t use it to make myself feel small or unworthy or like, I m terrible, I suck.
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They can do it so much better than me.
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It s a tool, not a weapon, which is a very important note.
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It s used to inspire and it s used to remind, like, this is something I should have done a week ago.
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So the ask is, what would someone I admire do in my seat?
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The answer comes to mind because it s a self-exercise.
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And then the act is I put whatever the answer is in motion immediately.
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Immediately.
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Now, if I can t do it completely, like it has to involve other people, I at least schedule the meeting, book the flight.
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The point is action.
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SPEAKER_00
I put it in motion.
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I feel like it applies to more than just your career or business.
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I have practiced, so I practiced the hot shot rule every Sunday.
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I used to do it quarterly and it was so powerful that it moved to monthly fairly quickly.
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SPEAKER_00
And now it s every Sunday.
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SPEAKER_00
I mean, it became Sundays because that was a time where I had a window and both my kids for a tiny, tiny minute had a similar nap window.
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SPEAKER_00
Sadly, RIP, the naps are gone.
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SPEAKER_00
He has a four and six-year-old.
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SPEAKER_00
Yes, four and six-year-old.
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No more naps.
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SPEAKER_01
Like a similar demo, you were so little behind you.
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It s a wild time.
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SPEAKER_00
It s a wild time.
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But that was my time.
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It only takes a few minutes.
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You just need a quiet space.
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What s a quiet space?
4
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Exactly.
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SPEAKER_00
What is a quiet space?
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Because even if you don t hear the sound, you hear the sound.
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And when you do hear a sound, you think it s the sound that it s not.
4
SPEAKER_00
Everything sounds like a crying child.
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So, I do this every Sunday, but what is most important about this exercise is not just taking the action, it is telling the people involved.
4
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I practiced the hotshot rule.
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Or you can just say, I was thinking.
4
SPEAKER_00
You don t have to say the hotshot rule.
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I was thinking.
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If one of you were in my seat, this is something you would take action on.
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SPEAKER_00
I should have done it.
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SPEAKER_00
It s in motion.
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It builds a culture of vulnerability because it tells the team, I know there is always a list of things I could have and should have done that I haven t.
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but I don t let that get in my way.
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It doesn t make me feel small.
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SPEAKER_00
It just motivates me to do one more thing that I wouldn t have otherwise done.
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And I want you all to do that too.
4
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And so it builds a culture throughout the company of reflection, use the word accountability.
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It is a ton of accountability.
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SPEAKER_00
It is believing I can always do more, but I m not gonna pile an unrealistic list on myself.
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It s one more thing through the lens of someone I respect and admire.
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Sometimes when I practice the hotshot rule, I don t do it for my role in business, to your point.
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I practiced the hot shot rule as a daughter.
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Both my parents are still living.
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I m very lucky.
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Did you repair with your dad?
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SPEAKER_00
Yes.
4
SPEAKER_01
You did?
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SPEAKER_00
I supported him financially for many years and then cut him off and that was incredibly difficult for me.
4
SPEAKER_00
It was actually over the holidays one year.
4
SPEAKER_00
Did he ever get sober?
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SPEAKER_00
He did, he got much, much worse before he got better, had to get put in jail, stole his parents  life savings, which I think was like $3,000 or something through check fraud and was arrested.
4
SPEAKER_00
His parents called the cops on him and then he was put in a recovery program that helped get him sober.
4
SPEAKER_00
And he s been sober ever since.
4
SPEAKER_00
But long road, man.
4
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Long road, late road and a road he needed to take.
4
SPEAKER_00
And I wouldn t be where I am without all that shit.
4
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It s just, it s fueled so much in me.
4
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It s really beautiful.
4
SPEAKER_00
And how great that he s still on this earth.
4
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Well, it s awesome, too, that you can have that perspective.
4
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A lot of people don t get to a place where they can have that perspective.
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SPEAKER_00
Yeah.
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It s powerful.
4
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And sometimes things like the hotshot rule or any form of reflection can help this come up.
4
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So let s say I m thinking of the hotshot rule of my role as a daughter.
4
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And what would someone who has lost their parents do if they were me and still had their parent alive?
4
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Sometimes the action I take is just calling my mom.
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and I wouldn t have otherwise.
4
SPEAKER_00
Just calling her, what are you doing?
4
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How s my stepdad s health?
4
SPEAKER_00
What have you heard from my sister?
4
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How are things?
4
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Just that.
4
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It just helps me be a better daughter.
4
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I practice it as a partner and wife to my husband.
4
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Sometimes the hot shot rule is what would someone do if they had my husband?
4
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None of us are perfect, but... Lauren, what would someone do if they had me as their husband?
4
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Or if they had Lauren as their wife?
4
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Put yourself in the other s shoes, Lauren.
4
SPEAKER_00
Yeah, what would someone do if they had me as a wife?
4
SPEAKER_00
That s right.
4
SPEAKER_01
You d be a lucky man.
4
SPEAKER_00
And so it s just these moments of deep, deep, sometimes gratitude, a lot of times responsibility.
4
SPEAKER_00
and shifting the, oh, I have to, I m dreading that thing to I get to.
4
SPEAKER_00
Like, I get to.
4
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What s an example of a business one?
4
SPEAKER_00
So a business one, I mean, that s most of what I practice.
4
SPEAKER_00
So there was one in particular, for whatever reason, it stands out to me when I was group president at Focus Brands.
4
SPEAKER_00
So I eventually left Hooters, became president of Cinnabon, turned around Cinnabon, then became group president of the parent company, Focus Brands.
4
SPEAKER_00
Billions in annual revenue,
4
SPEAKER_00
Eight brands, 7,000 locations, 80 countries, like big, big mass market businesses.
4
SPEAKER_00
I was managing nine presidents who were managing these businesses.
4
SPEAKER_00
A lot of ego, too.
4
SPEAKER_00
Ego and brands in different places.
4
SPEAKER_00
I was also blinded by my own progress.
4
SPEAKER_00
And there was one particular Sunday that I practiced the hotshot role.
4
SPEAKER_00
And it was interesting.
4
SPEAKER_00
I used one of my franchisees as the person I admired, was one of my Jamba Juice franchisees.
4
SPEAKER_00
And a guy named Dave Peacock, who I m still dear friends with today.
4
SPEAKER_00
And there was something going on with one of the franchisees in the system.
4
SPEAKER_00
And I thought if Dave were in my seat,
5
SPEAKER_01
He was our largest franchisee, had some of the best operations.
5
SPEAKER_01
If he knew what this other franchisee was doing, which is essentially not honoring the brand, not honoring the business, not living up to the commitments and promise, but he had a tough personal time and we had given him excuses and he fell on hard financial times and blah, blah, blah.
5
SPEAKER_01
And for whatever reason, I envisioned Dave in my role and Dave s, how much he poured into this business.
5
SPEAKER_01
What an incredible leader and operator he and his teams were.
5
SPEAKER_01
I was like, if he were in my seat, he would call that to the carpet right away.
5
SPEAKER_01
It would not be allowed.
5
SPEAKER_01
There would be no excuses.
5
SPEAKER_01
We ve done everything we could.
5
SPEAKER_01
That franchisee needs to get out of the system.
5
SPEAKER_01
I scheduled the meeting, I booked the flight, I flew, we met with the franchisee and began their exit out of the system.
5
SPEAKER_01
And I would have probably let that drag on for six months.
5
SPEAKER_01
Was it the end of the world that we hadn t addressed it?
5
SPEAKER_01
No, but that s not my bar, right?
5
SPEAKER_01
My bar s not like, oh, it s not hurting anyone or it s not, it s like, I m in a seat.
5
SPEAKER_01
I m taking up a physical space.
5
SPEAKER_01
People are paying me to do a job.
5
SPEAKER_01
I m taking time away from my family to do this.
5
SPEAKER_01
Like, I should be the best.
5
SPEAKER_01
I should be continuing to grow and improve.
5
SPEAKER_01
Either I do that or my work is done here and I need to go somewhere else if I m not called.
5
SPEAKER_00
How else do you grow and improve?
5
SPEAKER_00
You re so busy, you have two children, four and six, you re married.
5
SPEAKER_00
I mean, it s a lot.
5
SPEAKER_00
How do you work on yourself?
5
SPEAKER_01
One, spending time with my husband and kids.
5
SPEAKER_01
My kids are such a mirror, a mirror of energy, a mirror of words, a mirror of activities.
5
SPEAKER_01
Sometimes they are my greatest affirmation in the tiniest ways.
5
SPEAKER_01
My husband and I were just freezing in Atlanta right now, like it is everywhere.
5
SPEAKER_01
And my husband and I were outside and our son, Ocean, who s six, has seen us, you know, sauna, cold plunge workout since he was little.
5
SPEAKER_01
So he gets in the pool and it s freezing.
5
SPEAKER_01
The pool is 41 degrees and it s 36 degrees outside on this day.
5
SPEAKER_01
It s much colder today.
5
SPEAKER_01
And he s like, I m going to get in.
5
SPEAKER_01
And he just stood there and his little voice, he s going, ooh, ooh, ooh.
5
SPEAKER_01
It s adorable.
5
SPEAKER_01
I posted it on Instagram just to give people some joy.
5
SPEAKER_01
But he stood there and he goes, I m going to stand in here for 30 seconds.
5
SPEAKER_01
one, two, three, and his little legs were so red, 30 seconds, made it all the way to 30.
5
SPEAKER_01
And it was just this moment, like he s watching, you know, they re watching.
5
SPEAKER_01
And we go in the gym and he does his little pseudo plank, it s not really a plank.
5
SPEAKER_01
And those moments of pride, instead of like mom guilt, like I m taking time away from playing with them, even though I only had 30 minutes, cause I m gonna go to the gym.
5
SPEAKER_01
And sometimes that s the answer.
5
SPEAKER_01
Or I m not gonna do that, I m gonna steal time away from here so I can spend time with them.
5
SPEAKER_01
So for me, working on myself is insane rigor in my morning habits.
5
SPEAKER_01
The morning is the only thing I can control.
5
SPEAKER_01
That is it.
5
SPEAKER_01
Everything, I mean, truly purely in the sense of control.
5
SPEAKER_01
I can shape and control much in my world and in our business, but truly something that can be a beacon of ritual is my morning.
5
SPEAKER_00
What s your ritual?
5
SPEAKER_00
You came to the right podcast.
5
SPEAKER_01
I love it.
5
SPEAKER_01
So I get up before my kids, about 30 minutes before my kids.
5
SPEAKER_01
Arrow, our four-year-old, is in an early wake mode right now, so I often have a friend.
5
SPEAKER_01
But usually, it s my quiet time.
5
SPEAKER_01
It s my morning.
5
SPEAKER_01
And when I think of
5
SPEAKER_01
other humans i think of like your morning like you are so worth some time find some time and so for me it s the morning and i get up around 5 30 i get dressed i go like usually my athleisure for most of the day we re a fully remote company so i m kind of in that like to win it for the rest of the day
5
SPEAKER_01
So, go downstairs, make my AG1, cold water, scoop of AG1, take my Omega 3s, take my D3K2, stretch while that s sort of like working, and then go cold plunge and work out almost every day.
5
SPEAKER_01
Wow.
5
SPEAKER_01
Which one do you have?
5
SPEAKER_01
And the plunge, XL.
5
SPEAKER_01
It s a little loud.
5
SPEAKER_01
Yeah.
5
SPEAKER_00
I feel like cold plunge sauna is like the new car.
5
SPEAKER_00
How the car used to be 20 years ago.
5
SPEAKER_00
Oh, what car do you drive?
5
SPEAKER_00
It is.
5
SPEAKER_01
They came out with a new one that s quieter.
5
SPEAKER_00
And now people are like, well, what sauna do you have?
5
SPEAKER_00
What cold plunge is it?
5
SPEAKER_00
Clear light saunas.
5
SPEAKER_01
Not sponsored, by the way.
5
SPEAKER_00
Yeah.
5
SPEAKER_01
And if you don t post about it, you really didn t.
5
SPEAKER_01
Exactly.
5
SPEAKER_01
So that s my morning.
5
SPEAKER_01
That sounds like a lot.
5
SPEAKER_01
And it is a privilege to be able to do that.
5
SPEAKER_01
It s now in my base now.
5
SPEAKER_00
I think it sounds like a lot to people who have never done it.
5
SPEAKER_00
It s 25 minutes.
5
SPEAKER_00
Yeah, it s short.
5
SPEAKER_01
That whole routine I just described is 25 minutes.
5
SPEAKER_01
I m talking quick cold plunge, like three, four minutes, 40 degrees, and my regular morning, just one, because the kids will be getting up soon.
5
SPEAKER_00
It s also freezing where you are, so geez.
5
SPEAKER_01
And then quick workout, not long.
5
SPEAKER_01
I mean, I m talking 15 to 20 minutes, but I know I m gonna get that in.
5
SPEAKER_01
If my kids are sleeping a little later, then I ll keep going and do a little extra.
5
SPEAKER_01
But then if I have time, sometimes my husband and I, because he s an ultra endurance athlete, he has to do his training, we ll tag team.
5
SPEAKER_01
So I ll say, I wanna do my routine this morning.
5
SPEAKER_01
Can you cover the kids  breakfast?
5
SPEAKER_01
Even though I don t like missing that, even if he can cover.
5
SPEAKER_01
I try to get back up.
5
SPEAKER_01
So breakfast is ready.
5
SPEAKER_01
I m sitting with them.
5
SPEAKER_01
he comes in and that s our little family time, our 45 minutes of overlapping time before we have to get them to their little school.
5
SPEAKER_01
If I can, I ll sauna after I work out and then that ll be the morning, that ll be the routine.
5
SPEAKER_01
But I ll say about 25% of the time, one of those pieces is pretty radically disrupted just for whatever reason, something going on in the house, the kids, my husband s traveling, whatever s happening and so I break it into pieces and then some days I don t do it and it s fine.
5
SPEAKER_00
It s kind of like 80-20.
5
SPEAKER_00
You want to set the non-negotiables up.
5
SPEAKER_00
And if you get it a little bit every single day, at least it s something.
5
SPEAKER_00
It s better than nothing.
5
SPEAKER_01
That s right.
5
SPEAKER_01
It s like this.
5
SPEAKER_01
It s a tool, not a weapon.
5
SPEAKER_01
if these habits start to feel like burden and something you re fighting and regretting and struggling with, it s okay to have a little bit of struggle, but the idea of not having it be able to be ritualized, which is why I love little things like AG1.
5
SPEAKER_01
One scoop, one minute, that s it.
5
SPEAKER_01
That s a pretty powerful first thing.
5
SPEAKER_01
Like the most powerful thing you can do for your health in 60 seconds is drink AG-1.
5
SPEAKER_01
So that helps me own my morning.
5
SPEAKER_00
The other things are longer.
5
SPEAKER_00
The reason I like AG-1 too in my morning is like you feel like it s like 20 habit stacks into one.
5
SPEAKER_00
Totally is.
5
SPEAKER_00
It s like you get your, oh, now you re coughing.
5
SPEAKER_01
Should I start too?
5
SPEAKER_00
You get your greens, you get your vitamins, you get your probiotics, you get your prebiotics all in the shake and you re hydrating.
5
SPEAKER_01
All in one.
5
SPEAKER_01
So it s a habit stack.
5
SPEAKER_01
It s a habit stack.
5
SPEAKER_01
And if you start your day with something that healthy on your palate, at least for me and most people I ve talked to, you re less likely to like smash a donut.
5
SPEAKER_00
The number one wellness trick that has changed my mornings and my life is dry brushing.
5
SPEAKER_00
It s one of those things that you do and you just notice the benefits right away.
5
SPEAKER_00
So I decided to set out to launch the best, most superior, prettiest, most effective dry brush on the market.
5
SPEAKER_00
And voila, we have the Skinny Confidential Butter Brush.
5
SPEAKER_00
How I use this is so specific it s annoying.
5
SPEAKER_00
What I do is I try to wake up before my kids and I do like a five minute situation.
5
SPEAKER_00
I ll use the dry brush on my body like dry.
5
SPEAKER_00
So get naked and use it in the bathroom brushing up under the heart and down over the heart.
5
SPEAKER_00
Then after I m done dry brushing, I ll get in a freezing cold three minute shower.
5
SPEAKER_00
It is like a shot of three expressos without the come down.
5
SPEAKER_00
I cannot say enough good things.
5
SPEAKER_00
It is Michael s favorite tool.
5
SPEAKER_00
He s so addicted to it.
5
SPEAKER_00
He s always using it.
5
SPEAKER_00
It s honestly incredible.
5
SPEAKER_00
And it s one of the only dry brushes on the market that doesn t collect mold.
5
SPEAKER_00
I ve tried every single one on the planet.
5
SPEAKER_00
And most of my wooden dry brushes had all this like mold on it.
5
SPEAKER_00
This one s silicone, it s lilac, it s pretty.
5
SPEAKER_00
It has a little thing to hang on a hook so you don t have to just like put it in your shower and let it collect all that water.
5
SPEAKER_00
I really tried to fix every single pain point when it came to dry brushing and I m so proud of it.
5
SPEAKER_00
You can now shop it now at shopskinnyconfidential.com.
5
SPEAKER_00
That is shopskinnyconfidential.com.
5
SPEAKER_00
Use code butter for 15% off.
5
SPEAKER_00
Cheers Lauren to dry January.
5
SPEAKER_00
We re here.
5
SPEAKER_00
We re cheerful.
5
SPEAKER_00
And that s because even though we re not having alcohol for the next month or so, we can still enjoy an
6
SPEAKER_02
Ice cold Heineken with 100% of that Heineken taste that you love.
6
SPEAKER_02
0.0% alcohol though.
6
SPEAKER_00
That s right, Michael.
6
SPEAKER_00
Heineken Zero Zero is an alcohol-free option to the original Heineken that you love.
6
SPEAKER_00
And let me tell you, it is absolutely delicious.
6
SPEAKER_00
100% taste, but 0.0% alcohol.
6
SPEAKER_02
If you re trying to stick with Try January, but you still want to be social, still want to feel that beer in your hand, I highly suggest that you try Heineken Zero Zero.
6
SPEAKER_02
It s the perfect way to give up drinking without giving up drinking, if you know what I mean.
6
SPEAKER_00
It s perfect for all the times that you want a beer, but you can t have the alcohol.
6
SPEAKER_00
So you could do it after a workout.
6
SPEAKER_00
I know I m having a birthday party for Zaza next week.
6
SPEAKER_00
I am going to have it there with my tamales and chips and salsa.
6
SPEAKER_00
If you re having a birthday party and you still want to just like hold something in your hand, Heineken Zero Zero is truly perfect for this.
6
SPEAKER_00
I like it out of a bottle because it has that beer feeling, but I also wouldn t mind it over ice.
6
SPEAKER_00
with a little rim of spicy salt.
6
SPEAKER_00
Heineken Zero Zero, 100% taste, 0.0 alcohol.
6
SPEAKER_00
And you should know this, only 69 calories.
6
SPEAKER_00
Wow.
6
SPEAKER_00
Now you can.
6
SPEAKER_00
Click the link in the show notes to buy now.
6
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You must be 21 plus to purchase.
6
SPEAKER_00
Please enjoy Heineken responsibly.
6
SPEAKER_00
That s Heineken Zero Zero, 100% taste, 0% alcohol.
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Michael and I have launched a newsletter.
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It is a him and her newsletter.
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And what you re going to get is once a week in your inbox, you re going to get five tips from each of us.
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So you ll get five tips from him and five tips from her.
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They re tips on sex, relationships, finances.
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And Michael gives some good tips.
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Books, ideas, ways to habit stack our favorite products all in one email.
6
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I actually like read the newsletter too and learn so much about Michael because I don t get to see him like write it out.
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So I will write mine out and then I won t see his until the newsletter goes live and I ve learned so much from just reading our newsletter.
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We also do a monthly favorites.
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So you re going to get a monthly favorite in your inbox of all the things we ve bought, purchased, and loved.
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They re things that we have actually implemented into our day, into our month, into our year.
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So what we tried to do is give you an extension of the podcast streamlined into your inbox.
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To sign up for the newsletter, go to tscpodcast.com and you will get the him and her newsletter straight to your inbox.
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Enjoy.
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I would like to know, when you transitioned from what you were working on to AG1, what did that look like?
6
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Did they poach you?
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No.
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So I was working at Focus Brands for a decade.
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Started as the president of Cinnabon, turned that business around.
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Part of the way we turned the business around was not only what I mentioned, the minibond, innovation, just becoming more contemporary as a franchise, but also getting smaller versions of the units out of the mall and street side, so getting more access.
6
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But the big turnaround was launching Cinnabon branded products as CPG products in grocery stores, long before this was cool.
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And we built a multi-billion dollar CPG business in a brief number of years in that company.
6
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And part of it is massive.
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I didn t realize it got that big.
6
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What exact product was that?
6
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So over 100 CPG SKUs drove that business.
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Things like the Cinnabon flavored Keurig K-cup.
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Single SKU.
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powerful line of business, still in their top 10 flavors today.
6
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People would always say, do you have a fat-free Cinnabon?
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I m like, yeah, Cinnabon flavored K-Cup.
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You can have that.
6
SPEAKER_00
What is K-Cup?
6
SPEAKER_01
K-Cup is the little- Just like a coffee?
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Single-serve coffee pods.
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SPEAKER_01
You know, Comateur?
6
SPEAKER_00
Got it, got it, got it.
6
SPEAKER_01
It looks like Comateur, but not frozen.
6
SPEAKER_01
And it goes in those big machines.
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It goes in offices and like people s homes.
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So that s an example.
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The Cinnabon delights these little, tiny little donuts at Taco Bell.
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were a massive success, like home run menu item.
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SPEAKER_00
Like you aligned yourself with strategic brands.
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Yes, strategic partners, strategic brands, General Mills, Taco Bell.
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It was a lot of like dessert items on other people s menus.
6
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International Delight Coffee Creamer, Cinnabon Coffee Creamer, Cinnabon Muffin, Cinnabon Kellogg Cereal.
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I mean, if it could have cinnamon and frosting flavor in it, it was a smart play.
6
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because people just wanted a little taste of Cinnabon.
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They didn t want the whole giant cinnamon roll all the time.
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And so these were logical line extensions, but we didn t want to own those industry sectors.
6
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We were a franchisor, a brand builder, a maker of IP and recipes, not a manufacturer, not a grocery sales team like that.
6
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We didn t want to own that.
6
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So we partnered with great people who did to help bring that to life.
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Those revenue streams
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helped us reinvest in the franchise business, which helped them reinvigorate their locations after the recession.
6
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They also provided us with a level of national marketing that we could have never afforded, like Burger King, Taco Bell, General Mills, White Wave, International Delight.
6
SPEAKER_01
These companies were plowing hundreds of millions into marketing.
6
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I remember one year, the combined amount of marketing of our brand from our CPG partners was more than our annual revenue.
6
SPEAKER_02
Wow.
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I mean it was, and then the franchisees saw the benefit.
6
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They didn t love it at first as you can imagine.
6
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They don t want their brand in a box or in some other places.
6
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But then it started to develop this multi-channel, omni-channel branded ecosystem.
6
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That was so successful that I moved into a role called group president at Focus Brands to bring that capability, take a restaurant brand and extend it into other channels to all our brands.
6
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Did that for a few years, built a team, built the muscle, and then became president and COO of the whole company, which we ve already talked about.
6
SPEAKER_01
So there was a point in 2020, after I d been there for almost 10 years, where actually end of 2019, where I thought, my work is done here.
6
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I don t want to be the CEO.
6
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I wasn t interested in signing up for another five years.
6
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The types of brands we were going to need to buy in order to
6
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drive increasing scale were just not aligned with my ethos and brands I believed in.
6
SPEAKER_01
Like we were looking at buying fried chicken brands and I really wanted us to buy sweet grain.
6
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They weren t for sale, of course, but that s where my life was.
6
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That s where my passion was for a greater focus on health and wellness.
6
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And that may seem crazy as someone who ran Cinnabon, but for me, I m like, I can see this place of indulgence and you call it what it is, an irresistible indulgence, don t eat it every day.
6
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It s a treat.
6
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Treat it like that, as an owner, as a marketer, as a franchisee, as a customer.
6
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Jamba Juice, we took it private.
6
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It was a publicly traded company, not doing well.
6
SPEAKER_01
We took it private, brought it into the company, slashed the sugar in half, added plant-based options, moved that brand to something that was far more relevant than it had been when we bought it.
6
SPEAKER_01
It was the creator of the category, but it lost its way.
6
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I grew up on Jamba Juice.
6
SPEAKER_01
You grew up on it, right?
6
SPEAKER_02
I was a Mango Agogo in the Caribbean Passion.
6
SPEAKER_00
Mango Agogo.
6
SPEAKER_00
You were opposed to me with a Jamba Juice.
6
SPEAKER_00
Yeah, I did.
6
SPEAKER_00
You did?
6
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Caribbean Passion.
6
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Well, because we ve known each other since we were kids, so it was one of the things I had, like, the stuff we liked when we were kids.
6
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See, the brand should have known this.
6
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We would have been just, like, singing your story.
6
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Nostalgic.
6
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I probably left some dollars on the table with that one, but it s all right.
6
SPEAKER_01
So I had moments like taking Jamba Private and bringing it to its more rightful, helpful place while still keeping it as this beacon of fun and flavor that it was, and helping other brands like Moe s and McAllister s
6
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lean into their opportunities so you could eat healthy there if you want, or fun.
6
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You have a choice.
6
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So I was really proud of where we took the brands we had, how we talked about them, how we marketed them responsibly, and what we did with their menu innovation.
6
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But still, as I looked forward, I m like, I think my work here is done.
6
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And that is one of my key questions when people are like, how do you know when to leave?
6
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How do you know when to change?
6
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And one of the careers or paths or relationships
6
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And one of my questions I ve developed over time is, is my work done here?
6
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Of course, you can learn in a box.
6
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You can always learn.
6
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You can always eke out some growth.
6
SPEAKER_01
But could someone else do a better job?
6
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Could someone else be a better partner to this person?
6
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Could someone else be a better partner to me?
6
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Is our work done here?
6
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And I had asked myself that question over and over, over the years, whether it was because opportunities came my way, I was recruited, or I just had a tough couple months and thought, like, maybe I should think about something else.
6
SPEAKER_01
But over and over, the answer was no, because the next thing did come, but within that company.
6
SPEAKER_01
But eventually, there was a point at Focus Brands, after 10 years, where I thought, my work is done here.
6
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I don t want to be the CEO.
6
SPEAKER_01
It s the only other role for me.
6
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Don t want to run more franchises or more restaurants.
6
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I ve done that since I was a child this whole CPG experience
7
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I had had, had really connected me to the whole industry of CPG.
7
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And something I didn t talk a lot about at the time, but what had been happening in the background is I became an angel investor.
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I m an angel investor in over 70 early stage companies.
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My husband, and once I met my husband, we started investing together.
7
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So I also had this side activity of supporting founders, most of whom were building better for you CPG businesses.
7
SPEAKER_00
So my personal time, my personal money was going into health, wellness, nutrition, or modern brands while I was trying to force more legacy brands into a modern position.
7
SPEAKER_00
And so I realized it was just time to take a break.
7
SPEAKER_00
Yet, at the beginning of 2020, when I was supposed to leave, we got a new CEO and COVID hit and it decimated the industry.
7
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Overnight, our revenue, billions, was gone.
7
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Just imagine you have all the expenses, all your employees.
7
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and everything just shuts down.
7
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And this is something I don t need to relive for people.
7
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But it was quite traumatic.
7
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And I realized both because there was a new leader, and this was my family, it was like a family.
7
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I mean, even though a business is not a family, to be clear, that is my point of view, it felt like that.
7
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I had put my blood, sweat, and tears over a decade into this business.
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Most of the leaders in that business I hired, developed, promoted.
7
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People who had gone on to do other great things I helped
7
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fire them or move them into their destiny somewhere else.
7
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I had so much pride in the people, the franchisees that I had helped either bring to the brand or become more wealthy, more profitable, more successful with the brand.
7
SPEAKER_00
I had great pride in that.
7
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And so when a new leader came in, I m like, I m not going to anything.
7
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I wasn t, I was gonna take a break.
7
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I ll help him get situated, no problem.
7
SPEAKER_00
And then COVID hits and like, he doesn t even know where the bathrooms are and it wouldn t matter if he did because the office is closed.
7
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Like, this is not a time to leave.
7
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I m so glad I m here.
7
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Like, I m so glad it s me.
7
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I would have been devastated watching this from the sidelines.
7
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And not only did I have equity in the business that I cared about financially, I had emotional equity.
7
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I had like, my life was in this business.
7
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So I basically signed back up for another year and led through 2020, helped us navigate the shutdown, the reemergence, opening back up.
7
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Luckily, so much of the innovation we had put in place in the years prior paid off.
7
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dividends.
7
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We were one of the earliest group of brands in third-party delivery and Uber Eats before it was a thing.
7
SPEAKER_00
We had leaned into family meals and meal kits as an alternate channel for our franchisees and some of our brands.
7
SPEAKER_00
I mean, all these things became overnight requirements for businesses that had to be shut down.
7
SPEAKER_00
We already had it.
7
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So when we opened up, we already had operating procedures, employees who know how to do it.
7
SPEAKER_00
So the revenue went through the roof because we were set up for this exact model.
7
SPEAKER_00
But once that got cruising and things were not normal but normalizing a bit, I helped lead another restructure of the company just to organize it for more growth actually.
7
SPEAKER_00
And then there was just one day I woke up, I m like, it s a full moon, I m feeling my witchy hippie download that today is the day I need to talk to the CEO and tell him I m going to leave.
7
SPEAKER_00
And I got on the phone with the new CEO and we talked a little bit about the business and said, I think my work is done.
7
SPEAKER_00
I don t think you need me anymore.
7
SPEAKER_00
I don t believe you need the role.
7
SPEAKER_00
I think you ve got great people in this new structure and I m ready to move on.
7
SPEAKER_00
I ve actually delayed my departure.
7
SPEAKER_00
He never knew that.
7
SPEAKER_00
We didn t even say it because what was the point when he joined and the whole industry shut down.
7
SPEAKER_00
Like who cares what my plans were.
7
SPEAKER_00
And so he s like, I m disappointed, but I understand.
7
SPEAKER_00
I think we can navigate a beautiful transition.
7
SPEAKER_00
And we did.
7
SPEAKER_00
It felt like a retirement.
7
SPEAKER_00
And I was only 41, 42 years old.
7
SPEAKER_00
So I left after 10 years at the end of 20,
7
SPEAKER_00
At the end of 2020, a little bit into 21, I say, I m taking a break.
7
SPEAKER_00
I m only going to advise, invest, work on my book on leadership, like do all the things leaders who ve worked a long time go and do.
7
SPEAKER_00
And then I got a call from a dear friend of mine who you guys just did a pod with, Sahil Bloom.
7
SPEAKER_00
I loved it.
7
SPEAKER_00
I listened to it on the airplane on the way here.
7
SPEAKER_00
And he messaged me and said, hey, I ve got a friend who I ve been friends with for a long time named Chris Ashenden.
7
SPEAKER_00
He s the founder and CEO of Athletic Greens.
7
SPEAKER_00
He s come back to take over the company.
7
SPEAKER_00
He founded it, led it, took a little break, and came back.
7
SPEAKER_00
He heard you on a podcast around leadership and building brands, and he wants to know if I can make an introduction.
7
SPEAKER_00
Would you mind just talking to him?
7
SPEAKER_00
So I had a conversation and added him to my advisory clients  roles of people I was advising because I was already a customer.
7
SPEAKER_00
I was already a major, major fan.
7
SPEAKER_00
I mean, after having my second child, trying to cobble together all the pills and powders and biohack my way back to better hair, skin, and nails, and energy, and all the things.
7
SPEAKER_00
I was tired of that pursuit.
7
SPEAKER_00
And so AG1 was this solution for simplicity to me, what was then called Athletic Greens, now AG1.
7
SPEAKER_00
So I was such a fan.
7
SPEAKER_00
You know, when you meet someone who s the creator of something you love, it s super cool.
7
SPEAKER_00
And so I was like, yeah, I ll help you.
7
SPEAKER_00
And so we just started having weekly calls and I got to know him and I got to know the business.
7
SPEAKER_00
And after a few weeks, he s like, come help me build this.
7
SPEAKER_00
Just come help me build this.
7
SPEAKER_00
And I m like, hmm.
7
SPEAKER_00
That s cute.
7
SPEAKER_00
I ve run departments bigger than your whole company.
7
SPEAKER_00
I don t think this is the best use of my time, nor do I know if I m a fit for a hyper growth, early stage business.
7
SPEAKER_00
He had bootstrapped the business at that point to 160 million in annual revenue.
7
SPEAKER_00
That was two and a half years ago.
7
SPEAKER_00
Wow.
7
SPEAKER_00
Those are the only numbers we ve ever publicly disclosed.
7
SPEAKER_00
And so I was like, I don t know if this is right.
7
SPEAKER_00
But after a few weeks, a few more weeks of just learning more about the business, seeing how he and I work together, what an amazing human he is, learning even more about the quality of the product, the research behind the product.
7
SPEAKER_00
and seeing all the things the company wasn t doing well, that we needed to do better, that were such low-hanging fruit that it frustrated me as a customer to know that, man, we could be in so many more people s lives and homes, empowering health ownership and solving so many health needs if we could just figure out this or fix this problem.
7
SPEAKER_00
That silver lid you have was a replacement for this, because when I joined the company, I was like, I m a customer and this thing leaks.
7
SPEAKER_00
And turned out, tens of thousands of people got a leaky lid.
7
SPEAKER_00
Yeah, the early days, sometimes you get the greener, just spray everywhere.
7
SPEAKER_00
That s right.
7
SPEAKER_00
It was like a rite of passage.
7
SPEAKER_00
But as we got bigger, it s like, that s not funny.
7
SPEAKER_00
You know, you have an obligation for a premium product to have a premium experience every morning.
7
SPEAKER_00
And so I felt myself starting to act like an owner of the company, being obsessed with leveling up the physical experience, being obsessed with leveling up the membership experience, bringing more of the research that the company had done to our customers who trusted us, but didn t even know half of the things that we were doing to create that trust.
7
SPEAKER_00
And so very quickly it went from, why would I do that?
7
SPEAKER_00
It s so much smaller to, I would be crazy to not jump on this rocket ship, be with such a mission-driven organization with a product I believe in, a founder that I think is one of the most special humans in the world, a team I can shape, a business that s still early enough in its journey that I can shape.
7
SPEAKER_00
And it wasn t just that, oh, I can help with everything they need.
7
SPEAKER_00
There were also aspects of the business that I saw I didn t know and I could learn from.
7
SPEAKER_00
I had never run a subscription business before.
7
SPEAKER_00
I had never run an exclusively D2C e-commerce business before.
7
SPEAKER_00
Is it still exclusively D2C?
7
SPEAKER_00
Only on DrinkAG1.com.
7
SPEAKER_00
So when people see it, there s like a gray market for AG1.
7
SPEAKER_00
If you see it anywhere else, I cannot vouch.
7
SPEAKER_00
You can only get the real deal, freshest, third-party tested COAs, research back, not just on the ingredients, the whole formula, only on DrinkAG1.com.
7
SPEAKER_00
If you see it anywhere else, sus.
7
SPEAKER_00
Do not buy.
7
SPEAKER_01
Why did you guys decide to do that?
7
SPEAKER_00
A few reasons.
7
SPEAKER_00
Chris did experiment with some marketplaces for a while and eventually pulled it off because his focus was, I want a direct relationship with my customer.
7
SPEAKER_00
I want them to always get the best price.
7
SPEAKER_00
No middleman.
7
SPEAKER_00
It may be premium.
7
SPEAKER_00
It d be a lot more expensive if you had a lot of other middle layers.
7
SPEAKER_00
I want to know what they want.
7
SPEAKER_00
I want to be able to help communicate with them directly.
7
SPEAKER_00
Doesn t mean we won t ever be in other places.
7
SPEAKER_00
We will.
7
SPEAKER_00
I mean, this business is getting to a point where there is a meaningful opportunity to show up in other places at some point.
7
SPEAKER_01
I could see you guys in a Sephora.
7
SPEAKER_01
I know that s so weird.
7
SPEAKER_00
It s not weird.
7
SPEAKER_00
There s so much wellness there.
7
SPEAKER_00
Right.
7
SPEAKER_01
There s so much hair, beauty, nails.
7
SPEAKER_01
The reasons I take it, I could see you in a Sephora.
7
SPEAKER_00
Totally.
7
SPEAKER_01
Since you ve been on, how has it grown?
7
SPEAKER_00
We re private about our numbers, so we don t disclose those.
7
SPEAKER_00
But what I ll say is from that
8
SPEAKER_01
point, and that was the 2021 disclosure of the 160 million when we raised our first round, first and only round of funding, 120 million at a 1.3 billion post valuation.
8
SPEAKER_01
That was the valuation two and a half years ago.
8
SPEAKER_01
And we ve meaningfully grown since then.
8
SPEAKER_01
That s about all we ll say.
8
SPEAKER_02
You know, and I ll get in trouble here, but we ve been talking about it since the athletic green days.
8
SPEAKER_01
Yeah.
8
SPEAKER_02
And it screws me up sometimes, but it s all right.
8
SPEAKER_02
We were customers first too.
8
SPEAKER_02
Right.
8
SPEAKER_02
And I think you guys did such a good job getting the message out there and informing the customers myself at the time, like why this would take the place of 18 other things.
8
SPEAKER_02
And that s for me, like.
8
SPEAKER_01
replacement value.
8
SPEAKER_02
Yeah, when I wake up in the morning and I say that you probably heard me say that people on the show hear me say this, I like wake up if I could only do one thing and one supplement, like one supplement category, one thing, it would be this because you get so much bang for your buck.
8
SPEAKER_02
And for me, we got two kids under four and I have a lot of shit going on and I want to get moving fast and I want to hydrate in the morning.
8
SPEAKER_02
And so I just take one of these every single day and it s been the routine for what, eight years running now?
8
SPEAKER_00
Seven years?
8
SPEAKER_00
The things in it that I love are the folate, the B12, the biotin.
8
SPEAKER_00
You guys have zinc, you have magnesium, you have selenium.
8
SPEAKER_00
You have like everything.
8
SPEAKER_00
Sodium.
8
SPEAKER_02
But not just that, it s going to force you to hydrate as well.
8
SPEAKER_00
That s right.
8
SPEAKER_02
That s a good one.
8
SPEAKER_01
We have so many customers, members, subscribers who are like you guys, like Sahil, who ve been on the pre-AG1, like not as sexy of a logo days.
8
SPEAKER_01
There was like a running man on the first
8
SPEAKER_01
If you remember, it looked like it was like missing part of it, like it was not the best graphics.
8
SPEAKER_01
It was great though.
8
SPEAKER_01
I mean, those are such cool things to look at, but we have iterated this product 52 times since then.
8
SPEAKER_01
It s like the iPhone.
8
SPEAKER_01
We just keep upgrading.
8
SPEAKER_01
Better research, ingredient available at scale.
8
SPEAKER_01
We will put that in and not increase the price over a decade.
8
SPEAKER_01
It s just, if it can go in AG1 and create the synergy and help with health impact, it goes in there.
8
SPEAKER_00
Well, I was so excited to have you on because it is full circle, like Michael said, and I just think that the audience is such a fan of this brand.
8
SPEAKER_00
And so to hear your whole story and how you led up to this is really, really cool.
8
SPEAKER_00
I m hoping we can do a code and a giveaway.
8
SPEAKER_02
Well, I also think, too, the fact that you guys have stayed focused on this one, because a lot of companies with your success start to get squirrely and all over the place.
8
SPEAKER_00
So rare.
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Yeah, it s like then they go into like acai powder and you re like, what?
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I will tell you, it s tempting.
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It s tempting because we have customers who are like, can you make this?
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Can you make that?
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We iterate on AG1.
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There will be some pretty fun innovations over the next few years, but we will stay laser focused.
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Iteration 53 will come out in the near future, and it will have even
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even better ingredients.
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And so this idea of upgrading, doing the research, being on that journey, doing the hard stuff, making it taste good enough to drink every day, which is really hard in an all-natural whole food supplement with no artificial sweeteners, no juices, nothing.
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This is an art and a science.
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And to do this at scale, it s tough, but we take pride in doing the tough work.
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So there s going to be year nine and year 10, but it just keeps getting better.
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I know there s a ton of
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different benefits, and there s so many ingredients in this, which are clean ingredients.
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I don t know how you can listen to this show and not be aware of it at this point, but someone s been plugging their ears on every episode.
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If you were going to say the top three benefits you ll notice first,
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taking it from your perspective, being so close to the company.
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What s so interesting, so we just did, a lot of companies will say, we have quality, we do third-party testing, right?
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We do that.
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Other companies will say, well, we have research, but often it s only on the ingredients, not the finished formula.
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Maybe other companies will say, we have trusted thought leaders.
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We have the trust trifecta.
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We have all three.
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And the work of all three of those has resulted in an increasing body of research that shows not on ingredients but on AG1 itself the answer to your exact question.
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So over 30 days, over 90% of people see reduced bloating.
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improve digestion.
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So gut health, number one.
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Some people see it quite quickly, like drink AG-1.
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Again, not medical advice, not a health claim, but lots of customers are like, my bowel movements are so much more regular, like smooth poop.
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Heck yeah.
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How s your poop, Michael?
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How s your poop?
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It s pretty smooth.
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Is it smooth?
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It s pretty smooth.
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Is it smooth?
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Do you have AG1 smooth?
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I have AG1 smooth.
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AG1 smooth.
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So it s digestion.
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We don t want to talk too much about it.
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You re going to get people turned on.
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The other one is people will use different words.
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They call it energy, but there s no caffeine in AG1.
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What they ll say is, I don t have the 2 p.m.
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slump anymore.
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I can vouch for that.
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It s B vitamins.
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It s choline, right?
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So gut health.
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and nutrients, this idea that we re leading hectic lives, our food is less nutrient dense than it once was, which all that makes the case for supplementation, right?
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That doesn t give you the answer for AG1.
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But then how do you know what to take and what combination?
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And even if you know what to take, can you actually cobble it together at the highest quality consistently and somehow stomach it every single day?
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Yeah, that s the thing.
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It doesn t hurt your stomach.
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That s right.
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What, can we do a big giveaway?
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Yes, I would love that.
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Giveaway big things.
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Can we give away your supplies?
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Yes, yes, yes, yes.
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That would be amazing.
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You pick how many people?
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Two?
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Ten.
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Wow, wow.
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That is so nice.
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Ten people, a year s supply.
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Ten people get a year s supply of AG1.
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Yes, you just have to pick travel pack or pouch.
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Amazing.
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All you have to do is follow at DrinkAG1 on Instagram and tell us your favorite takeaway of this episode on my latest Instagram at Lauren Bostic.
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And do we have a code?
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We do.
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Skinny, drinkag1.com slash skinny.
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What is the percentage, you guys?
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It s not a percentage.
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It is free D3K2, a year s supply of D3K2.
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Got it.
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You need that.
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Five free travel packs.
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I love the travel packs.
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Love the travel packs.
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That s what I use all the time is the travel packs.
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I put them in my handbag.
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They re so good.
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So if you go to drinkag1.com slash skinny, you get free travel packets.
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You get free D3K2.
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I love this story.
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Thank you so much for coming on.
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You have to come back when you guys sell.
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Thanks for having me.
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Thank you.
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Thank you.
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Thank you.
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Where can everyone find you?
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Thank you.
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Tell us where we can find you.
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Oh, find me.
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I m Kat Cole, ATL, almost everywhere.
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So Instagram, Twitter, just Kat Cole on LinkedIn.
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But yes, please tag me, DM me if you have questions, if people haven t tried AG1 and just want to ask questions.
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I love playing AG1 concierge.
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And if it s not something I can answer, I can get people to someone who can.
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Thank you, Kat.
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Love it.
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Thank you, Kat.
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Hope you loved this episode.
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Make sure you are subscribed to The Him and Her Newsletter, tscpodcast.com.
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And also, if you want to watch this episode, we are on YouTube now.
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Just search The Him and Her Show.
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And on that note, we ll see you guys next time.