Foreign. Welcome to Elevate with Elsner. Join us for inspiring conversations with individuals who have transformed their lives and are making a difference through the work that they do. And now here's your host, Blake Elsner. Most people spend their lives trying to build a successful business. Today's guest has spent his life building businesses that impact people. He's partnered with brands like ufc, technogym, El Con and Purpose Brands. He built award winning fitness concepts that introduced more than 2 million people to exercise. And he helped grow a company from just selling just 50 bikes to over a hundred thousand. But this conversation really isn't about fitness. It's about leadership, relationships, human behavior, partnerships and what it takes to build something that actually matters. Stuart Miller, welcome to Elevate with Elsner. Thanks for having me. Looking forward to our chat today. Absolutely appreciate it. So everyone sees, you know, the success now, but where, where did this start? Take us back to the young Stuart Miller. I still see myself as young black. Yeah. And I'm always in startup mode. You know, we always, I actually just got off a call just before our call and we were talking about 0 to 1 again and we're just starting another new business and all the things that you have to do for the first time, that heavy lifting and you're going to take. You're asking me a question about when we started. Seems like, so I say it seems like we're always starting again. But that's the continuous journey of entrepreneurs. They never settled if they doing the same thing over and over again. I don't know what your views on that as well. Yeah, no, it's true. It's with business. Yeah. You start, you fail, you succeed over and over. It's kind of somewhat of a vicious cycle that keeps us going. Right. As entrepreneurs. We love that. So I guess take us back to I guess your first business. What, what was that like? Like what was that, what did that include? Yeah, so I, I always had a passion to work. So even at school I was working on the weekends and then holidays I was working, you know, I was working in restaurants, working in bars, you know, it just, I just enjoyed it. And then, you know, I enjoyed the, the independence it gave me by having a bit of money. And as time went on I became passionate about motorcycles and I saw that they were cheaper in the US than they were in South Africa. So I did the math and I started bringing in motorcycles and then I created a relatively good business. I then moved into bringing in cars because the natural progression. And then I ended up finding some buyers in the Far east, who wanted ride and drive cars. Because in South Africa, we drive on the other side of the road to the us Same as Singapore, same as Thailand. So I started exporting cars that were made in South Africa and started a car export business that moved into automotive accessories. And I just stayed within that same industry. And I did that for many years, nearly 10 years. Built a really successful business, became quite easy to make money because I was dealing with people I liked. I had a couple of very clear policies at a young age because I was cocky, and I thought that that's what you had to do in order to succeed. And it worked at the time. So a lot of being naive actually helped me to succeed, because there was no such thing as failure. You know, it was pretty straightforward. And then started a bicycle business, got into cycling, enjoyed it, and then also saw the same problem there, the bikes. And they weren't all in the market. They were in the US but they weren't in South Africa. So I brought in a brand from Canada, which was a young brand called Cervela, which was recently launched in the world of cycling. I brought that to South Africa. And that was first year we did actually 25 bikes. We actually just did the frames. And then in the second year, we built it up slowly, and then I added more brands and more products. Ten years later, I sold the business, and we're doing over 100,000 bikes at the time. We'd secured the Disney license, we'd secured the Rally, the Diamondback, all these brands that, you know, you in the audience will recognize out of North America. We had the license for Huffy, we did Huffy Bikes, and our business changed. And I absolutely loved that business. It brought me a lot of passion. And, you know, within the first two years of doing that business, I realized that that's what we wanted to do. And I started to unwind my other interests in automotive, because I had four businesses at the time. So I started to sell those businesses off and close them down and focus on cycling. And at that. That was the point that we realized, my wife and I realized that we wanted to be in the fitness business, and we wanted to. We enjoyed exercise, we enjoyed what it did to you, and we enjoyed what it did to our customers, and we enjoyed building that community. And we. We took a lot of pleasure from dealing with professional athletes to dealing with amateurs, to just making people move and be healthier and be happier. And everything we believe starts with that movement. You know, it starts with emotion first and then movement. And, you know, My mission is to move a million people a day. So we, we continuously strive to, to find new ways to do that. And that brought us to Dubai. Yeah, I love that. Speaking of Dubai, being my first guest from, from Dubai. So appreciate that. Going back. Yeah, that's right. Going back. You. That kind of stuck with me was when you talked about you were, you were cocky in the beginning of, you know, business. And would you say it wasn't necessarily cocky? Maybe you were just, you had good business boundaries. I feel like that's something that, you know, we don't dive into as much. And you kind of had non negotiables from the start. I think rather than being more cocky, I think you were just smart and had boundaries. Would you say that was true? I like the word boundaries because I had really hard lines and I think a lot of it was because I'd made quite a bit of money and I knew how to make money. I didn't mind walking away and saying no to many things. And I think that once you have a family, it takes away that edge a little. And I started to be a little bit more cautious and maybe allow a little bit more slide. I wouldn't say slide in ethics. I would say slide in other people's behavior and other people's approach to things and how they treated me. And it became a bit slippery. And it got to a point in one of my relationships where I'd had enough and I loved the business for a very long time. And then I felt like I was trapped in a business and I wasn't trapped because of what we did. I was trapped because what I built, who I was involved with, and I didn't like it at all and I wanted out. And I sold that business and did exceptionally well. But the word boundaries is very good, well brought up because I think that, you know, when you got your whole life ahead of you, you certainly don't want to be creating paths that you can't get off or people that you can't get out of your. So I think that's probably a better way of explaining it. But confidence played a huge part. And I think that maybe the word cocky is not the right word. Maybe the word confidence is probably correct and having these boundaries set, as you said, is true. Yeah. That's why I noticed how, how strong you came out with that. And it just, to me, it set the, the future stage for, you know, like, hey, he's, he's all business, you know, like he might, you know, like you say you have kids. Did you have kids and then you, you know, you kind of lessen up a little bit, but then you kind of put your feet back into the fire and you go, wait a minute, no, we gotta, you know, we gotta put our foot down on certain things. So no, it's impressive how you've kind of juggled all that and kind of come back around. And I think as a parent myself, I have to, you know, I feel that same way where you kind of, you know, lessen it a little bit on behavior, not necessarily ethics like you said, but then you kind of gotta kind of, kind of pull yourself back in and kind of realize, hey, the, the business needs a little more, you know, I guess pull on that, on those reins. So that's a, that's a great, great story and a great lesson for all of us. So take us to, you know, I think a lot of people, you know, think success is a, you know, straight line sometimes. Take us to the, the whole bike, his, the story of the bikes and, and growing that from, like you said, the 25 just frames right to, you know, over 100,000 before you, before you sold it. How did that go? We started at the top of the pyramid with a really expensive product and then we worked for many years and didn't make a lot of money and built great business. But businesses are there to make a profit and when, when, when you get to a point where you built a good reputation, a good business, you, you've got a great team, but two, three years on, you're not making enough profit or return on effort as well comes into it because you're putting everything into it and the profit isn't there. We had to reevaluate what direction we were going in. So we were fortunate enough to partner with somebody who was in the volume business and we secured volume. I went out and secured volume brands for that business and that business wasn't in bicycles, they were in kitchen appliances. So we were then able to tap into a much bigger customer base. You know, the big retailers like Walmart had just entered the market and Toys R Us and all of these brands. So they, they were hungry for product. I just went out and got it. And because of the reputation we had, we were able to service them, we were able to look after them, and we were able to secure great brands. And literally overnight, you know, they say, you know, they say that you, you know, you're a moment away from absolute success or failure because you really make the decision, you know, to change something and it changes. And the decision was to Go Volume. And when we went volume, our business changed overnight because we were able to tap into a whole new customer base. We still kept the high end business and it still did well, but we had this kind of turbo below us with all of this volume business as well. And that was the game changer for us. How now you said you got into Walmart, right? That was one that was a big player in terms of volume. That seems to be the one to get into. And I'm sure that that helped tremendously. What was, what was the Toys R Us was great because this was before they had their challenges. But Toys R Us was a fabulous buyer of kids bikes, a lot of volume, and then helmets. And we also did some skateboards and some, you know, we did Tony Hawk and Sha White skateboards because we did wheeled goods. So anything with wheels was. And then you still needed the pads and you needed the helmet and you did the gloves and we did a lot of that. And that was great business, really good business. We were shipping thousands of helmets at a time. Oh yeah, I forgot about the Tony Hawk days and all the different colored wheels and all. Yeah, everything was in. Was at volume as well. You know, they made high end stuff, but they also made, you know, the stuff for the supermarkets. Yeah, that's a pretty neat man. Toys R Us, that's a throwback right there, you know, to tough business model right there that ended up failing in, in a way. And I'm sure you could get into that and tell us about it some more, but maybe we'll have to do that on another show. So let's, let's jump into like building relationships. And I think because you've partnered like, you know, here we are talking about Toys R Us, you partnered with ufc, some of these massive brands that you've been a part of. And so what, like, what makes someone worth doing business with? Like, these brands are like, hey, I want to do business with Stuart Miller. What, what sets you apart. When you find your niche in whatever it may be. And we have a very, very. Where we're in an, in a niche industry and we're a niche within that industry. You, you get to a point where there's only a handful of operators in the world that are good enough to perform at a level that international brands, whether it's Echelon, which is an incredible fitness equipment company out of North America, whether it's, you mentioned UFC or there's Panata, there's Primal, there's all these great equipment brands, they get to a point where they have only a few businesses to deal with for that particular niche within that industry. And we just want to make sure that we're in the top five and everything. And then we just want to make sure that when we get the opportunity to talk to them or work with them through relationships, exactly like you say, it's how do we leverage those relationships and then how do we solve the problem for them? And if we solve the problem quickly and we solve the problem that they actually have, not something else, and we deliver, no reason for them to break up with us if we offend them. Yes. But if we carry on delivering and solving the problems, we're then able to keep momentum. And it won't stop with one customer. We will then offer other customers solutions to their problems. And, you know, we come with a very unique offering. What we build is digital solutions. We, we have a production company here in the uae. We produce fitness content that we sell globally. Every day. We stream live classes from here, just like this podcast. We stream the class live and it goes to millions of users around the world in Europe, well, Germany, UK and the US and that is, you know, we're one of the only companies in the world that does this on a daily basis. We produce live classes every day. Yeah, it's pretty neat. So tell us about that. Like, so these live classes you have, you have like a studio. Do you have different rooms with camera? And you just kind of like a podcast studio? It's just a bike. Exactly. It could be a bike, it could be a treadmill, could just be a yoga floor, could be a reformer bed. Pilates reformer bed. And then we bring the talent in and they perform and we capture it and we stream it out globally. And then we have a few things that are different to the rest of the market. We're the only company in the world that does this. We produce without any branding and we produce in a green screen environment. So we're able to customize the product for the user. So, for example, if the user wants to have their logo or a different set in the background, like a house or a studio or a gym, we create the sets for them using the green screen technology and using AI, we're able to put logos on the set and we're able to even introduce their brands and change the intros. So having that ability to customize content very specifically for businesses is something quite unique. Even creating content for other businesses is unique at volume, which we do at high quality. But then to customize it, we're the only company in the world Doing that. So that allows us to get into some rooms that are not normally open to other people. And back to this word, relationships and leverage. As long as we keep delivering and we keep on improving for them and they keep on getting a better product, we stand a chance to keep winning. Yeah. And you said one thing is, you know, you're solving problems. And that's, that's the biggest takeaway that I see is that, you know, when you're solving problems for somebody, which is essentially buying back time and creating profit, like, there's no, no reason why they would ever break up with you, like you said. And that's, that's the power of, of, of the business right there. So when you, when you jump into, like, human behavior and you had talked about kind of the human behavior side of things and kind of how, you know, part of you, as you kind of go on, you get a little softer, let's just say. Right. A little bit. So, you know, how did, you know. And you kind of pulled that back in. How did that kind of, that process work with human behavior? Yeah. So I think, I think you become, you become more cautious. I think you become harder, but more cautious, and you want to have less disruption in your life. So, you know, when you're younger, you're happy to walk from a job with no plan. When you get a little bit older, you want to rather have a plan before you walk. And that does affect some of your decision matrix and how you evaluate certain things. So you also have reputation to protect. So you're now sitting with a situation where you also want to make sure that you don't, you know, destroy whatever you've created. And I think that's a big part of some of the decisions that you make when you, when you're ready to move to a different path. And you could be very, very happy with the current situation, but you would prefer to be in a different situation or you prefer to go on a different path or move to a different city, and then you then have to make a change. And, you know, sometimes, as we know, there's nothing, it's not linear. Even when you move to the new, the new opportunity, it'll have its own guaranteed, it'll have its own challenges. It's just going to be different. And you might be happier dealing with those challenges than the current challenges you have. I hope that helps answer your question. Yeah, it does. And I think it also, you know, piggybacks on why, you know, people still struggle with whole, the whole thing of consistency. Right. Showing up on A daily basis. What? And it's the whole, you know, people like to avoid the discomfort. And why is that? Just how we are built. You, you mean, you mean discomfort for being in a position or just consistency inside of, you know, building a business and showing up, you know, day after day and of, you know, people like to avoid the discomfort of, you know, uncomfortable things that obviously make us grow. So I'm just kind of diving into that human behavior side of that. So I, I think entrepreneurs who are successful thrive on that uncomfortableness because they know that when they break through it, they break through to another level. When they break through to the other level, it's like a game. It unlocks and you get rewards. So I think as entrepreneurs, we're always happy to push through those pain barriers because that's what helps us move forward. We're not going to stay in a comfort zone. Not to say that somebody who's in a permanent position, wherever it may be, they're not challenged or they're not happy or they're not fulfilled. They're just wired differently. Like, totally different. I'm not going to be the guy sitting, doing admin all day. Like, no matter what you pay me, I will not do it. Like, you know, even, even if I'm an Excel world champion, which I am, you're not going to get me to be an Excel guy in your company. Like, you can forget about it, you know, pay me 10 times more than I'm earning now. I will last 17 minutes there and I'll resign. So it's just the way I'm wired. And I think that that is something that also makes entrepreneurs restless, that when you've built something and you get to a certain level, you've either got to go up a level or you got to get out. And there are some situations where it's better to sell and rebuild or alternatively take even further risk and go up a level. And that's, that's what drives us and that's what's part, that's what part of the journey is, and that's what allows us to make work look easy, you know, because we're not at work, we're at play. Yeah. And we're energized. The harder it gets, the more we lean in. We're actually okay to wake up at 3 o' clock in the morning and lie awake for an hour and meditate and do breath work and go back to sleep for an hour and then get up in the dark and then start working and then work on weekends and get on planes and trains and drive, because that's what drives us. Yeah. Yeah. It's spot on. It. I joke. It reminds me when you. When you talk about, like, breaking through, it's like, reminds me as a kid playing, you know, Game Boy, playing Mario and going, you gotta, you know, you gotta hit a boss on every single level, like, right? And you got to get to the, you know, last level is the biggest boss out there in Bowser, and you got to beat Bowser, right? So to me, like, yeah, pushing through, it's like you get to that, you know, that tough, tough end point, and you got to break through. And, you know, on the other side of that, that tough point is just, you know, a beautiful start or a beautiful new level that you get to. So I think as entrepreneurs, that's a good point that we do. You know, we get to that boss and we just. We get excited and we want to push through that because we know there's growth on the other side of that defeat. No. 100%. Yeah. So what. What. Let's jump into a little bit of leadership. So, you know, at some point, you stop obviously working on the business. I mean, obviously, you're always working on the business, but you got to work on people, like you said. So what's like, the biggest leadership mistake that I think people make when it comes to human behavior? What would you say that is? Doing it yourself. And I didn't have to hesitate there because it's something that I deal with every day. So it's always top of mind, you know, you're always trying to just deal with it. Like, I'll just do it. You know, I'll make you make the call, you send the email. You even send the email to the guy that you're paying to do the job of how to send the email to the guy that he's got the problem with, like, get over it. And that is hard. I mean, I'm bringing this up now because I freaking had to stop myself yesterday. You know, this is. This is how you. And then I'm halfway through it and going, what am I doing? I'm tired of madness. No, I'm paying him to do the job, and I'm doing it for him. So, yeah, I think that's probably the biggest challenge, you know, and you got to also respect where it comes from, because the entrepreneurs built it from the ground up. You know, he's built it out the back of his car, out of his garage. So, of course he knows everything. He knows the accounts, he knows the Sales, of course. So he also doesn't want it to break. And I think a big part of it is, is, is letting go of these particular items and bringing on great people around you and then decide how many people you can have report to. You know, my last company was about 170 people, 180 people. And I'm building another one now which is probably going to be similar sort of size, but it's having those five people around you that you can actually work with. That's all I can deal with. I can't deal with more than that. You know, I can't deal with 180. I can deal with five. After that I start to shut down. I start to become, you know, like wheel spinning. You just start to see smoke. And once I've got that in place, then I can scale. But it's the chicken before the egg. When do you hire the person? When does a person come on board? Well, do I hire them now? I don't have the money yet to hire them, so how do I invest in it? Plus I still got to pay my own bills. So that becomes the growth pain. And that's a challenge I think that every business has. I don't think it's unique to any business that's new or old. I think they have that challenge continuously and it's just making sure that you trust the people that you give that particular job to and you know, handing it over to them, but giving them the tools and support to help them succeed. You've just got to be there as a leader to help them reach their goals. Because if they reach their goals and it's in line, their company aligned, we're winning. Yeah, yeah. I think that's a hard part that, you know, you see in some of these big companies that like you said, you're, you being the, you know, the founder and then you have five people below that are, you know, five qualified, well versed leaders that then have to trickle their knowledge down. And, and I think some of these, I'm not going to name names of some companies. Actually is probably one in St. Louis, a large company, they build so wide that I feel like there's so many leaders that everything just gets, you know, it gets mixed up and then the turnover is just incredible. And some businesses are very successful doing that and you know, they're like, well, if you get to the top five, it's worth it, right? Well the problem is if you don't have a great leader that's trickling down the information or is not regurgitating it properly, I think then it, it fumbles the whole process. Would you agree with that? I, I think that, you know, in general terms, I'm not a hun, you know, I don't know enough about, you know, some of the bigger businesses, how they operate on certain levels, but I do know one thing is that they'll have massive staff churn, the way you've explained it, because the rest of the team are not being guided in a way or being appreciated in a way or being recognized in a way because there's no real structure for them to grow, to develop. So when they do get to a certain point, they're going to leave. That business has enormous amount of rehiring, retraining, redevelopment, and they're losing talent. And that's something that, you know, I don't think any business can afford. You know, whether it's having a gym and having members leave or having a business and having key team, team or just performers leave without having that structure in place. The way you're explaining it, I would imagine they have a lot of people leaving. Yeah. And it's a, you know, massive car rental business and throughout the entire country that I would be surprised that, you know, like hearing some of these people that are very qualified and they just, they just never really got a feeling of, like you said, the feeling of growth. So I think that has to. Is a reflection of leadership. And it, it's not even necessarily, I feel like the leaders that are in charge of them, I feel like it goes to, you know, above that. If that never trickles down from the very, very top, like you say, how you're very involved, I don't think anything will ever change. So that's kind of, that's my two cents. So what, what would you say? I, you know, you're, you're definitely at the intersection of, let's say, fitness, wellness, technology, AI, human connection. So what are we missing right now that the future has to hold that, you know, like I said we might be missing? Is there anything that you could tell us about AI? What's changing in regards to that? Look, I think AI is changing every industry and no longer just the chat. Chat is not AI. You know, that's gone way beyond that. So, you know, you're going to have a group of people in the future who are going to rather train with a virtual coach than a real coach, because the virtual coach is going to know them better than they know themselves, is going to know them better than any human coach could and will know the way that they feel the minute they walk into a gym or the minute they go into their, you know, downstairs to work out. Like they will know how they feel at that moment in time and will build the program for them. Exactly for them. Customized, hyper customized for that day, that time and in that cycle or that arc in their life. And the journey changes. Your body changes every, every few minutes and so do your mood and so does your sleep and so does your stre. But your device, for example, I have two of them on at the moment actually I have a third one if you count the watch. But I have two devices on at the moment that are continuously tracking and information is fed to my agents. So the next phase of it is my coach will then be augmented and the coach will arrive digitally, already happening, we're already doing it. And the coach will talk you through your workout as opposed to arriving at the gym and PT high fives you. And you know, they get paid per hour so they don't have enough time to read your sleep data and your mood data and your day before and your stress levels and your HIV and all of that before you walk in the door. Because they've just been up since 4 o' clock dealing with three other clients, you know, and they only got home at 9 o' clock driving because they finished their last client at 8 o'. Clock. So you can't expect the human to do it and but your device can gather every single thing and your workout will change. And gyms that are learning this now are actually going to win in the future because they're going to be prepared for those customers when they arrive. The whole journey is going to be prepared for them. So before they arrive, during their stay and after they leave, that whole journey is going to be managed digitally. And the businesses that get that now are going to win in the Future. Hands down. 50% of gym members in North America are generation zone. Do you know how old the Gen Z is now this year? 29 years old. He's not a baby. So everybody thinks gen Z teen 29 and they represent 50% of the gym industry market in North America. So that's the customer. As much as I want to be the customer. You shouldn't be advertising to me like I'm already committed. Like if I'm not committed now, it's going to be the small percentage of, you know, my age group that's going to convert. Yes, spend time on them, create product for them and nurture them. But the generation that's coming through train a lot more. They're far more in tune. They know what they want. They arrive at the gym informed, far better than most demographics. So they're going to talk to digital. They've grown up with this in their hand. They know how to operate this 10 times better than I do. So who are going to deal with it? They're going to want digital coaches. They're not going to want to have to mess about with some coach who's, you know, overcharging them and not giving them the right information. Yeah, that's. I hope that answers your question on how is digital and AI going to disrupt the industry. It does. Because I think about, I wore a whoop and I'm not sure if you have a whoop on or what device I'm wearing. I'm wearing the Whoop Killer, which is the new Amazon. It just, just came out. Oh, okay. Well, yeah, that, which I'd be like, that's a perfect partnership. Right? You're like, wow, you partner with whoop as a, as a gym or a, like you're saying as a, a class to, to have that data and then go from there. Because. Yeah, I remember, you know, I would have one beer and I'd be in the red immediately on my recovery. I mean, it's your HRV's, you know, 12 after one beer, like, stuff like that. And I, you know, it's such a powerful tool because it really does dive into you and tell you how you, how you feel. And then I can't imagine it, then a, a custom plan for you. And that's, that's powerful stuff right there. So it definitely, definitely answers that A lot of the companies are doing it. It's just, how do you implement it in the real world? Like, a lot of that data I get and you get, it's just what we do with it. Sorry, this is not the Amazon. This is the, the Google Fitbit. But it's, it's work and aura and all. They all do something similar. But then what do you do with the data? So you read it and half the time you're like, I had a bad sleep. Okay, I'm going to work out. Like, I'm still working out or I had a good sleep, I'm still working out, nothing changes. But now with AI agents and with personal trainers and bringing the tools correctly, my program should change. It's, it's powerful stuff. Thinking about what, what could just pop up on your screen. Like you're saying a virtual coach that knows everything about you. There's no introduction. Yeah. You don't waste the first 20 minutes reading, you know, about your sleep and your, all that stuff. So that's, yeah, it's powerful. It's going to be exciting times. Yeah. That is right now. If you're, if you're up for a little rapid fire, I like to do a little rapid fire. Some quick questions. All right, here we go. That's right. Best book you've ever read. Whoa. Good to. Great. Jim Collins. Love that. Morning or night person? Morning. Morning. Favorite business lesson. You take a partner, you take a boss. Love that. Give us your most underrated skill that doesn't nobody really knows about. I can see into the future. That doesn't surprise me. Right there. Biggest risk you've ever taken, moving to Dubai. Of that. And what are you most excited about? Right now I feel more energized, more motivated and have a clearer mind than I did when I was 39. I'm 55. I can't wait for what's going to come over the next five years because all the experience I've had is now I'm able to actually put it into practice and I've got more energy and that is going to be the best part about the next five years. Yeah, I can tell. I mean the guy, yeah, you, you're, you're ready to roll. And as somebody that's 33, I might just call myself a, a gen Z now. So I'm close enough, right. So 20. So I'm like, man, you're ready to roll. You're like, you're like an 18 year old kid just, just got his, you know, it's got his license, ready to go up, tear up the town, do whatever he wants. But I feel that's what I said. We're always in startup mode and it goes the same for how we got it, how we feel. Yeah, startup mode, I love that. Yeah, you've definitely, definitely built a lot and I appreciate it coming. Built businesses, you've built partnerships, you've impacted millions. But I guess when all is said and done, let's like, what do you want people to remember Stuart Miller for. Innovating and creating meaningful change in their lives and in their family's lives. You know, you move one person a day to a healthier, happier start. You set them up for a win, even if they do have a tough day, but they had a good workout with you in the morning. However you delivered it in person or digitally, that's their win for the day. You set them up for success the rest of the day from there, you know, it's just bonuses. So if they leave from the gym and then they get to work, they arrive there with a very different step than if they didn't do a good workout. And it's, that's what I believe is really important for us to build on. Yeah, that makes complete sense. I, anytime I start the day out, moving, working out, giving thanks, I, I, I have a tremendous day. So that's definitely powerful stuff to lean on. And, and I appreciate you coming on here. I appreciate you. I'm going to take a quick picture, if you don't mind, with both of us on the call. Absolutely. And I, and obviously I appreciate you coming on here, taking the time and obviously what I probably would take from this conversation is something that really isn't about fitness, besides the fact that get your butt up, get moving, get up, dress up, show up. Right. You know, it's building something bigger than yourself, creating impact and understanding people. I would say to everyone listening if this episode brought you value, share with someone who needs to hear it. Make sure you're subscribed to Elevate with Elsner. And remember, success isn't just about what you build, it's about who you impact along the way. Until next time. One. Thanks so much for tuning in to this episode. We sure do appreciate, appreciate it. If you haven't done so already, make sure you're subscribed to the show wherever you consume podcasts. This way you'll get updates as new episodes become available. And if you feel so inclined, please leave us a review and tell your friends about the show. Until next time.