Transcript of How One Man Went From Prison to Building a Fitness Empire (REDCON1) | Aaron Singerman 💪 EP142

Ladies and gentlemen, welcome to the Money Mondies podcast, where we cover three core topics: how to make money, how to invest money, how to give it away to charity. Our guest here has built up a very, very large business. He's built up a personal brand. He's helped a lot of humans get healthier, lose weight, build up strength, and build up confidence, and all the things in between there. So we're going to dive deep into the different categories of what happens, not just on the investing money side, what happens about investing to yourself? Becoming healthier, becoming fitter, what does that do for your household, for your career, and for your life in general? Now, as you guys know, these podcasts are under 40 minutes because the average commute to work is 45 minutes, and the average workout is 45 minutes. So this episode will be between 32 and 38 minutes for your listening pleasure. Now, without further ado, our guest, Aaron, if you could give us a quick two-minute bio, so we go straight to the money.

Sure. So my name is Aaron Singermann. I'm the CEO and founder of Redcon1, which is a sports supplement brand that has transitioned into also canned energy and beverage space. So we started off thinking bodybuilding and fitness, which is my passion, and has transitioned into a much larger business. For me personally, my journey is an unusual one because I started my life early as a mixed up kid, a drug addict, intravenous, heroin, and cocaine addict who really didn't know where they were going to go in life. I was lucky enough to decide, find, and pursue my passion of bodybuilding and fitness, get into the world of bodybuilding and fitness as a as an interviewer. I imagine a Bob Costas of bodybuilding and fitness. And as soon as I got pregnant with my first child, I realized that that's not going to make enough money to pay the bills and pursue the passion of supplements, sports supplements, which is something that I've been taking and passionate about my entire childhood, adult life, and I was able to create success in that. And it sounds like an upward trajectory from there, but the truth is there's been some very jagged falls along the way.

I went to prison along the way, following that same passion and then came back out of prison and continued the journey with Redcon1 and have been able to have some explosive growth, even though I've had quite a bit of pitfalls along the way. So it wasn't a journey straight to the top. There was quite a few jagged edges along the way.

Well, I'm very excited to ask you a lot of questions then because I think it's important. I think too often on social media, people pretend everything's perfect, the perfect filter, the perfect story, the perfect household, the perfect child, the perfect relationship, the perfect, perfect, perfect. Perfect is not relatable.

No, definitely. There hasn't been too many perfect. It's been a struggle and a way one after another of obstacles that I've had to overcome, but I never got myself too down on any one of them and tried to figure out a way forward in a positive way. And I think that certainly is relatable because most people don't just have this wonderful path to the top.

So on the make money side, there's so many different categories in personal training, weight lifting, competitions, creating supplements, creating products, opening gyms. There's so many different things from a financial perspective in the health and wellness category. You're doing a lot of them. Not only do you have the supplement company, but you also have a gym that you built in Boca. You've also got different divisions. Now you started the energy drink. Walk us through the different elements of your business empire.

Yeah. So initially it was about passion. And I tell people a lot when we talk about, and people are trying to figure out which their path in life is going to be, is for me, I was very lucky to have a passion from an early age at 13 years old. I fell in love with bodybuilding and fitness. I always remember watching with my dad, Predator, and Arnold. Are the arm wrestling scene or Arnold arm wrest Carl. And I saw that muscle and I thought, Man, that's cool. And my dad thought it was cool, too, even though he wasn't really into all that. And I pursued that passion and was able to find that. And even through all the down times and some really difficult times, I always had that interest. And so when I was able to get away from the drugs and take a good look at my life, the only thing that I had a consistent interest in was bodybuilding and fitness. And being a tall, skinny Jewish guy by nature, being the next Mr. Olympia or Arnold is very unlikely. So I realized pretty quickly, I'm not going to be Arnold. So if I'm not going to be Arnold, what could I be in the same space and make money and be able to pay the bills?

Honestly, at that point, it wasn't even about being a millionaire or a or any of that craziness. It was just about, Man, if I could just follow my dream, pay my bills, and do something fine, man, that just seemed like 100% the goal. And so that is what I did. I ended up focusing every bit of my energy on that. I stopped doing the things that normal 20... By the way, I was doing drugs and stuff till my late 20s. So it's not like I discovered this early on and had this trajectory that began in my late teens. It took me till '28, '27 to get off of heroin and to start following the passion. But I stopped everything that everybody else does. I didn't go out. I didn't go out with girls. I didn't go to movies. I strictly focused on how could I get into the bodybuilding space. I looked at people like Joe Weter, who was the father of modern bodybuilding, and discovered Arnold Shorzenegger and Peter McGuff, who was the editor-in-chief of Flex magazine, and other, Jim Mannian, who was the creator of the pro-bodybuilding organization, IFPB. I looked at these guys as my inspiration instead of the Roni Coleman, the Jay Cutlers.

I loved all those guys, but I realized I couldn't be them. So I put everything I had, all my attention, all my focus, all my energy, and to figure out a way to get in. And I got shot down over and over and over again where I would send articles for free to magazines, and I would try to break in by emailing the hosts of the initial podcast when the podcast just started going out. And I did anything I could, and eventually, I was able to break in and get a chance to interview one of my favorite podcast hosts on his podcast called Off-Topic Radio. And that was what That gave me the opportunity to then take that small opportunity to get my own podcast with this same gentleman, and that got the attention of Muscular Development, which gave me a chance to do a podcast there. Then so on and so forth, opportunity after opportunity, I pursued passionately with everything Everything that I had. And I did that, continued doing that same level of passion to discover sports supplements, which led me to start making actual money. I would say that the journey to that was a long journey, and it didn't happen overnight.

But by following my passion and pursuing it relentlessly at the sacrifice of quite a few other things in life, I was able to achieve a fair element of success by the time I was in my early 30s and made my first million dollars at 31. So from drug addiction at 28 to a million dollars at 31, you can imagine you have to really, really give it everything you got. I've always had that ability to switch. That obsessiveness that is maybe not something that's easily taught. I have this this unnatural way of being able to say, I'm going to do this and nothing else matters and focus out all the noise. And that can be a curse, by the way, for sure. I'm sure it's probably part of the drug addiction, everything else, is that same obsessiveness that has made me successful in business.

So on the making money side, there's personal trainers that charge 40 bucks an hour and some that charge 100 bucks an hour. There's gyms that charge $10 a month, Equinox charges $300 a month. What do you think the difference is with someone that's charging small, medium, versus large?

I have a great example for this. When I first got sober, the first thing I did was personal training. It was the easiest thing to get into. I love bodybuilding. I love fitness. I knew how to build muscles, I knew how to work out. I went to a place, a wellness center in Houston, Texas. That's where I was. After I was born and raised in New Orleans, Hurricane Katrina sent me, as an evacuee, to Houston, Texas. And there, once I got sober, I worked at this wellness center. And there was a guy there, Mike, another trainer. And he was very busy, very upbeat, good energy. And one day, I pulled up in the morning with him, and he had a brand new Porsche 911 Turbo. And I looked at him and I said, Man, I said, This is the goal. I told him, I said, Mike, I'm going to get a Porsche like you, man. You're my inspiration. And he said, You're never going to get a Porsche like me. And I was like, my first impulse was like, Oh, fuck this guy. I was mad. For sure. And I said, Dude, what thing is that to say?

And he said, Do you love training people? And I said, Not really. He was, I I love training people. He goes, I love helping people here. He's like, When I'm in the gym, I'm thinking about how to help them. When I go home at night, I'm thinking about how to help them. When I sleep and I dream, I think about how to help these people. And as a result of that, I get great results, and people feel that energy. He's like, I watch you in the gym, and you don't love it. And I was like, Yeah, you're right. I don't love it. And Mike charged a few hundred dollars an hour. I'm charging $50 an hour. He's got people lined up for him, and it's the same thing that comes down to what we just talked about. He had that passion. And actually that conversation with Mike, the trainer, made me sit down and think, What am I doing with my life? If I'm sober and if I'm going to make something out of this life, I should figure out what it is I'm passionate about because it isn't training. He was right. It just was like a slap in the face to be told straight up like that.

But it helped me. It helped me tremendously. I'm still in touch with Mike, and he watches my success and has applauded from the sidelines doing what he's still doing and loving what he's loving. So it's interesting.

So why dive into the supplement space? There's thousands and thousands of brands that are out there all over the world. What makes your brand stand out? And why dive into that category?

I would say that when the brand began nine I had another supplement company before that. I've actually owned quite a few sports supplement companies, about 10 companies over the entire lifetime of my career, where I've been a part owner or I've helped develop the products, where I had some ownership portion. And the one that I had sold previous to starting Redcon 1, I sold my shares, and at that time, it was already a really crowded space. When you go to the Olympia or the Arnold Classic, or any of these big expos, you see these big booths, these companies, and they to spend this money, and then the next year, they're gone. And you're like, wow, whatever happened to these guys? Because it's competitive. It's a difficult space to be in. And so the reason why I initially got into it was because I knew that there was an ability to fill a niche and personalize the brand. So when Blackstone started, there were very few owners that had anything to do with the brand. And so I was ahead of my time. Me and my partner at the time, PJ Braun, got in front of the camera, and we personalized the brand because we were two likable, charismatic gym bros who didn't really know what we were doing, but people related to the fact that we're just two gym bros who don't know what we're doing and making it work.

People liked that. People thought, This is something I can relate to. And now we have a lot more of that. But getting in front of the camera and personalizing the space was big. When Redcon once started, it was the same thing again where I had to figure out how I differentiate myself from the crowd. What can make Redcon one different? Obviously, we can We make great products. That's obviously a big deal to make a great product, to sell it for a reasonable price, to do a good job marketing, because basically, sports supplements are a commodity. You literally can have Dan Labs come out and you can take my exact formula and you can You're using my exact formula in one of our hit products like Total War, where our labels are transparently labeled. So you have every ingredient on the back. You bring it to a flavor scientist, you make the exact one. So Total War, it's Dan War. So it's just a commodity. So if you don't have a strong brand and your marketing doesn't tell people who you are and what you're about. It's going to be tough. It's going to be really tough.

I tell people when they say they want to start a T-shirt brand or whatever brand, you have to say, what's going to make your T-shirts different? Why are they going to buy this T-shirt instead of that T-shirt? Maybe it's price, maybe it's some quality, but there has to be something different. So for us, with Redcon 1, it came right down to the name in the beginning. We decided in January, 2016, I thought, man, to make this different, I already have the bodybuilding crew. I have that group. That's the low-hanging fruit for me. But what I thought was different was in 2016, in January, the United States military was particularly, I felt like, at a golden era of my lifetime where people really respected, specifically Special Forces. It got more polarized quickly thereafter. But in 2016, in the beginning, I was like, What a cool opportunity. I have two good friends, Brandon Cruise and Ryan Bates, who are Navy Seals, just retired. And these guys are good-looking, charismatic, smart, funny. I can use these guys as frontmen, and I can create a company that stands for something. Redcon1, really, technically means the highest state of military preparedness or readiness.

I wanted to do a brand that had something where it stood for something, where it was a purpose-driven company. Both of my grandparents, my grandfathers, fought in the Korean War and World War II. My grandfather, on my father's side, it was a big deal because he was an officer who stormed the beach in Normandy and commanded men. As a Jewish officer, it's very rare. So I always was very proud of that. And I thought in a different universe, if I hadn't done the drugs and everything, maybe that would be my path. Maybe I could have went in that direction. So I thought this is an opportunity to do something really cool where I can help service men and women by I know the third part of the show is charity, so we'll save it for that. But I thought that would a great differentiating way to do things so that the brand can stand for something more than just great products and a great formula, a great price.

So when things are When you're a commodity, it's easy to get someone to buy something once. Not too easy, but it's easy-ish. To get someone to buy something once. How do you get someone to reorder, subscribe, buy year after year, whether it's wear the shirts proudly, buy the supplements, etc, buy the energy drink? How do you get someone to want to be part of the brand in perpetuity?

So I think for looking back at Redcon, it happened in a few ways. Number one was because we built a strong brand that stood for something. I think it was also very important that we had a really good social media team and the message we were putting out resonated with people. I think it's important that you have placement so it's easy to purchase, so you can get it. The more available it is, the easier it is to repurchase. At that time, we were really effective at direct consumer marketing, direct response marketing. And so by having a good product that people like and they want, and they like what it stands for, it means something more to them than just the protein powder. And as long as, by the way, the product has to taste good. If If it's a garbage product, you're going to have an even harder time. But we quickly built a community around Redcon1, where we built the tier operator program. How it happened was very organic because the products were popular and we were doing well right off the bat, and we had a lot of digital presence. People started asking, Can I be sponsored by the brand?

I bootstrapped this whole thing. I had no investors. It was all completely and totally my money. I had to be very, very careful about where I spend my money. There was a lot of people that reached out who said, Man, I would love to be of this brand, and they're asking for sponsorship. I had to say no. I said no a few times where I realized I was disenfranchizing people by saying no. The thought was like, Okay, how can I say yes? We came up with this Tear Operator program where anybody who has a social media presence that doesn't have anything outwardly racist or nudity or anything that doesn't fit with the brand ethos. We had a very specific... One of the cool things we did with the Reddit one that was different than any other brand I had is we created a brand book in advance. Who are we? What do we stand for? What are our fonts? What are our Pantone colors? Who are we? And then if you didn't fit in the brand filter, which would be obviously somebody is racist or whatever, right? If you don't fit, you can't be in.

But if you If you fit, come on in. You can earn points. The points will get you the ability to get free swag, free products. And eventually, if you move up the tiers enough, you get money, you get commission off of it. And so building that, it ended up being about 30,000 people towards the beginning that were all posting on social media, that were all participating in the brand, that love the products, that were willing to do work at expos and sampling events all over the country. It was really neat when we went to Vitamin Shop originally and they said, Hey, we're doing We make sampling campaigns. How many events do you think you can do? I said, We can do hundreds of events a month, literally, because we can mobilize these guys and girls who just want points. That's what they're doing it for. They want points. And the points helps them get to the next level or get to the next piece of swag. And they love the brand, and they're coming there. It's not a pretty girl, you pay $100 to go to the event, and doesn't know anything about the products, and just hands it out.

These are people that are passionate about the products. So I think those are all key factors on getting somebody not only to try it, but to repurchase, because obviously, that's the key. You don't need a whole lot of people if they're all buying regularly, if they're all subscribed. You don't need millions of customers, which is great that we got millions of customers, but that was not the original. Honestly, my original thought, Dan, I left Black Labs, and I owned 33% of Blackson Labs, and we were doing about $10 million or so in revenue. I'm sorry, $20 million in revenue the last year that I left. So I'm like, look, if I can do $7 or $8 million in revenue at Redcon, I'm pretty much even with where I was before. And we were doing a million dollars a month within the first year, which is really cool. Almost all of that was direct to consumer. So I passed up in one year, I passed up my biggest loftiest goal at Blackstone, going, Man, if I could just replace this income, it's all me. I own 100 %. I get to make the decision, what would a win that would be.

But we ended up making a little under 12 million in the first year and a little over 30 the second year. So it was wildly successful, very fast, and very exciting.

So most companies come out of the gates, and if they did one or two million, that'd be great for the first year. What do you think was the difference that you would do 12 million and 30 million right out the gate?

Well, I think, unfortunately, for the new person watching this right now and goes, Well, how do I recreate that? It's tough because I had a few things out of the gate that people don't have. I had connections, so I had relationships, which is a very big deal. Very big deal. As the CEO of $100 million plus, a nine-figure business. One of the biggest things that I do in my job is build relationships and utilize those relationships to get favors or a better price or to get our product run quicker or use that to meet other people that then help the business. That's a big part of what I do, other than keeping people accountable and motivating the troops, so to say. That's a big part. So I had these relationships. I had some money in the bank, which helps for sure. So I wasn't, even though I was bootstrapping it, I was able to start Redcon 1 with a dozen employees. When I started, Blackson was just me and my business partner. I didn't have the money to afford to even have a person to pack the products. I packed the products, and PJ really packed most of the products until we hired our first person.

And by the way, It's funny how things are difficult when you just get going. I had a difficult time making in my head sense to pay anybody to pack the products because I can pack the products. You start thinking you can do everything better than everybody else. And then obviously, if you want to scale business, it doesn't work like that. So knowledge, industry knowledge, the ability to scale because I had the cash, and the ability to have the relationships. For example, one of our manufacturers in the very beginning, I ordered $500,000 a product to start in cost of goods. And he said, You have 60 days to pay me back. And I was able to sell all $500,000 of products within the 60 days. So there was no cash needed. So it goes, How much money do you need to start working on? I don't need any cash. I need relationships and the ability, obviously, to sell. If you can't sell the product, then that's a problem.

So when's the turning point for someone out there listening that they went from making 80 grand to 100 grand, 100 grand to 150, start making some money for their household and for themselves? When's the turning point when they start consider maybe investing in other things, whether it's real estate, crypto, angel investing? There's so many different options out there. We don't have to get in that part. But when did you decide, You know what? I'm going to start to diversify a bit, start investing in other things.

As I said, by the time I was 28, I really had no money at all. And I started generating money very quickly because I used that obsessiveness. As soon as I had an opportunity, I looked for another opportunity, looked for another opportunity. And I distinctly remember saving the first few hundred thousand dollars in the bank in feeling like this is unbelievable. The first thing we invested in was a house, a down payment on a house. I don't know if I would recommend that these days, the same way as I would have 15 years ago. It was very different. But then pretty much all of the initial investment that I had went into investing into myself and into businesses. I didn't start investing into equities and real estate and stuff like crypto for years, honestly, which I'm not saying is the right way to go. I think it's smart to take a portion of your income and start investing in index funds and stuff like this very early on. The earlier, the better. 401k, etc. But I don't think I started doing it until after I had a million dollars or so in the bank, where I started thinking about it because I was so single-mindedly, narrowly focused on the business stuff that when somebody said, Well, you can make an 8% return.

I'm like, What did he do? 8% return? I buy the product for $10 and sell it for 50. What do you mean? So it was difficult to get my head around it until you start thinking about the future and building generational wealth and your kids and other things like that. It took me a little while.

At some point, the 8% matters because you hit a certain part of a business where you can't invest more into the company. It has what's called either diminishing returns or you just don't need that much capital for the business. That is This is typically a time where 8% sounds really exciting because now you don't want the money just sitting in your piggy bank. Oftentimes, people save up 100 grand in their savings account, and they don't realize that if that money is not moving, if it's not being invested, well, the 100 grand spends like 92,000 next year. Then it spends like 83,000. You try to buy a Ford truck, and that Ford truck was 50,000, now it's 54,000. Then it's 59,000. It looks like you got 100 grand, but do you really? Because it spends a lot differently. At some point, you can't invest into your company anymore because your business is generating. Absolutely. It's a self-fulfilling prophecy at some point. Okay. For people that come on as executives to businesses that want to get equity into a company, how can they have discussion with you? Like, Hey, I worked in this industry For 22 years, I want to come work for Redcon1.

I've got all this experience, but I want to get 1% equity, for example. How does someone have that discussion and figure out what are they worth?

Sure. Well, I could tell you, initially, back when I started, I didn't even understand that principle where you would want to retain or acquire a valuable employee that is vested into the business where they're not just saying, Hey, I'm just doing this because I want to make enough money to pay the bills and go on vacations, whatever, save for my 401k, to get people that are really good and then to retain people that are really good, because I've had people poached for me, for sure. Of course. More than I care to remember. But I think that when you're thinking about approaching a business owner like myself, That's really the key, is that saying, Hey, I'm here for the money to work, but if I'm working my ass off and I'm putting everything into this and you exit one day, I want to be able to participate in that. I don't want to be poached by somebody who offers me more money. We just recently had one of our beverage guys on the beverage team. He left for $25,000 more at a different account. And it's like, Man, I wish we would have even had a chance to talk.

To talk about it, sure. Because he went from one to another, and this happens a lot. One of the things that What we've done at Redcon is basically carve out a piece of the business so that we can give key employees equity that will be vested over time. And if there's a transaction or something happens, they'd be able to take advantage of that, too. Because the truth is, if you are a very valuable player, you don't want them to leave. You don't want to look left and right and see who's making more. Because if that particular gentleman had a small piece of red con and he was able to go work at a much bigger company, let's say, like a Celsius, hypothetically, and they don't offer anything like that, does the $25,000 a year matter more than the opportunity at something big at the end, the Golden Parish? So I think approaching somebody... You also have to be reasonable, obviously. So when somebody is- Can't show up and ask you for 14 %. Be reasonable and then Also know your position. So for example, if a graphic artist, we have a lot of great ones, came up and said that, it would be like, Man, not such a reasonable ask.

Unless you're the graphic artist or you've done such great work, or maybe this is the time where you've shown how much work you've done, and it's the appropriate time to ask for something like that. So you have to be careful because I know for me, if the wrong person asked me that, I would want to be like, Well, see you later, because I would write the person off in the fact that they're going to leave to go somewhere else. So you have to know the right time to do that. And I think as a business owner, you have to realize that this is a competitive marketplace. And if you have all stars, there's a good chance that they are going to get offers, and their offers could be better than the one you're in, and you can lose people.

My agency has been around for 14 years, and I've had two people leave, and the two people I forced them to leave. I was like, You need to go work at this company. One of them had to go work for ClickUp. Clickup is worth 4 billion. I get it. Go work for them. You get a little equity in a huge company. And the other one ended up starting a mobile app company that I'm a part of. But outside of that, no one leaves me. And because I'm obsessed with what you said, replacing someone is really hard.

It's hard. Especially in tech, in tech, too. And you have somebody that's key, that's doing something for you in tech. Cpg is a little less like that, but still it's important.

You get someone that has the relationships with Costco and Whole Foods and Trader Joe's and GNC, and they leave. Sure, other people might have a connection, too, but it's different when they just got a phone call versus that employee that had 16 years, and they can call Johnny over at GNC, and he's like, Hey, buddy, of course, bring Redcon1 over here.

Relationships matter. Relationships matter. And if you lose somebody that has a great relationship. There's no guarantee your product better be damn good. It better be selling and turning at a very fast rate. Losing that account. Johnny could go to the other one and say, Hey,Switch this. Switch them. It could happen.

For sure. Okay, on the charity side, the philanthropy part, Why do you think it's important for companies, for their employees or their investors or their vendors or clients to see some type of charity element to their business?

Well, for the consumers, I think it's important because there's so many options, right? And so you want to put your... I think it's, at least for me, I know I do, I let my dollars do the talking for me. So if I believe in somebody's business ethos or what they stand for, what I believe they stand for, I'm going to be much more likely to spend my money with that business versus the one, and we see this all the time now. You're starting to see it more and more. When Redcon came out, and even really to this day, if you think of all the sports supplement companies, there's not many that stand for something in particular. You can't look at them and go, this is what they're about. They're about this. You have people with, for example, a military military charities, military purposes. You see companies that maybe do it for fourth of July, but they're not doing it every day. For us, every can of Redcon Energy, a one cent of every can goes to a military charity. Right now, Gary Senece Foundation, but we do online voting. People can switch. We've done millions and millions of dollars to many different charities over the entire lifetime of Redcon One.

I think that that is important. I think it's important to do good with your money. I think that it speaks to the I think it speaks to investors. I know when I talk to buyers at Circle K, and we talk about that, you can see that it matters them. They light up on the fact that we're doing something good, and they're supporting United States' service, men and women, and their families. A lot of our stuff is gold star families, the people that have given their lives, men or women that have given their lives in the line of duty or in relation to their service, and their kids are without a parent. And that speaks to everybody. Nobody goes, who cares about that? And so it's multi-pronged. We're helping people. It actually helps the business, and it makes me feel and everybody would feel good about it.

So there's only one question I ask on every single episode for the last 200-ish episodes, and I've never gotten the same answer. You build Redcon one, sell it for a billion dollars. You then build another brand, sell that one for $2 billion over the course of your career. What percentage of that networth do you leave to those children later on when you pass away?

Yeah, so I I have three little boys right now, and I wouldn't be surprised if I have some more. So the thought is that... Right now, my thought, obviously this can change because I'm 45 years old, and as I get older, grandkids, hopefully, I have a live a lot longer, and I get to see these guys develop. But my thought would be something to the extent of I would figure out a way to do it where they get money or get part of the money as they get older, as opposed to stages and very well thought out and not something that I would let them know.

Here's 84 million in one check. No, it's not.

I just feel like it's a... People... And this is a big question. When a lot of people that have generated generational wealth, this is something that people really contemplate and think hard about because they don't want to do a disservice to their children, which can for sure happen. So I think, for one, making sure that they realize, I tell my guys already because they already asked me, Oh, am I going to get this? Will you give me this? Am I going to be the CEO of Regco? I tell them all, You You need to work. You're not owed anything. Asher, my oldest, said, Hey, can I have such, and I forget the kid's name, come over and swim in my pool? I said, You don't have a pool, buddy. Where's your pool? And he's like, Oh, yeah, you're right. Can he swim in your pool? Yeah, he can swim in my pool.

Because that's like Shaq. He's like, You're not rich. I'm rich.

Exactly. So I think that's important, though, telling them that at a young age. So in terms of percentage-wise, it's very difficult to determine. In the Jewish faith, we believe the first thing you What is you help your family, your siddaka, your charity is to your family, and then it's to your community, and then it's to the rest of the world. So I believe that I would do something where at first I help out family, and then my community at large, and then the world. So if I were to throw out a percentage right now, and let's say I have billions and billions of dollars, I would think I could do 50/50. That's what I would think in my mind. And of the 50 that I give away, I think a good part of that would be to additional family members, and a good part would be community, and the rest would be to bigger purposes and things that mean something to me in the world.

All right. So where can people find you across social media, personally and for the brand?

Sure. Every one of my social media handles is just @Sign, Aaron Sangerman. And then the brand is redcon1. Com. It's also sold everywhere, from Amazon to Walmart, 80 countries worldwide, United States military, Vitamin Shop, G&C, grocery stores, and it's expanding. We're in 20 plus thousands, circle K, C-Stores, not just Circle K. We're also in Circle K, and that continues to expand really rapidly. Hopefully, everybody's going to be seeing Redcon 1 everywhere in 2026 because our resets for the beverage business is happening right now. And so we're hoping to go from 20 plus to 50,000 C-Stores by the end of next year. It's exciting, exciting, exciting for sure.

All right, guys, for these podcasts, just keep in mind, it's not just for you. These type of episodes could be useful for your friends, family, and followers, people from your past, present and future. You might be at a lunch one day and someone's like, I want to start a supplement company or a beverage company. You could then forward them this episode and have these discussions that are really important to them. And that's what I call the butterfly effect. If you might help someone out there learn how they can go scale $100 million business like he did, That could be the butterfly effect that changes their life to help them save money, make money, and everything between. So as you guys know, we grew up thinking it's rude to talk about money. I think that's ridiculous. We have to have discussions about taxes, loans. Should I buy this? Should I lease this? Should I rent it? What should I do? And we grew up thinking it's rude to talk about it. You have to be able to talk about it. It is not rude. Money is not the root of all evil. It's part of your daily life.

It's part of your bills for your mom, for your children, everyone in between. They need money for supplies, items, travel, medical, everything in between has some parts of money. Now, as we do this, and the reason for the podcast's success is you guys liking, commenting, subscribing. When you share this podcast, especially an episode like this, where it's really big for someone that's in the CPG space, beverage space, supplement space, health space, people that are in your life, they may enjoy this episode. By you liking, commenting, it helps us because right now we're number 55 in the world. It's up to you guys by doing this, by sharing this episode and talk about money with your friends, family, and followers. I appreciate you guys, and we'll see you next Monday on themoneymondays. Com.