Adel Sajan

But then if you, if you prep yourself, you know, do the right training, get the right nutrition already for, you know, for the sprint. And then you do the marathon, you're gonna do much better, right? So that's what we were doing for those two years. So I told him, look, if I double the revenue, instead of losing 10 million, you'd be losing 20 million a year.

So 2014 is the year I went back to him. I'm like, look, we're ready now. We have a new concept. We have new people. We have a new structure. We're broken even. I want your blessings. And by blessings, I meant money to grow the business, finance. And he's like, okay, sure. So I told him, I'm like, look, I want to, you know, he's like, you have my blessings as long as it's green on the paper.

So 2014 is the year I went back to him. I'm like, look, we're ready now. We have a new concept. We have new people. We have a new structure. We're broken even. I want your blessings. And by blessings, I meant money to grow the business, finance. And he's like, okay, sure. So I told him, I'm like, look, I want to, you know, he's like, you have my blessings as long as it's green on the paper.

So 2014 is the year I went back to him. I'm like, look, we're ready now. We have a new concept. We have new people. We have a new structure. We're broken even. I want your blessings. And by blessings, I meant money to grow the business, finance. And he's like, okay, sure. So I told him, I'm like, look, I want to, you know, he's like, you have my blessings as long as it's green on the paper.

I was like, fair enough. And the first thing I did was I took about 35 of my key, key, key members, you know, branch heads, warehouse head, marketing head, whatever. And we went to Bali. And keep in mind, so I'm about 24. My average team size age is like 26, 27. And my older, like, you know, higher management is like 35, 36. Very young team, intentional again. I didn't want an older team. Okay.

I was like, fair enough. And the first thing I did was I took about 35 of my key, key, key members, you know, branch heads, warehouse head, marketing head, whatever. And we went to Bali. And keep in mind, so I'm about 24. My average team size age is like 26, 27. And my older, like, you know, higher management is like 35, 36. Very young team, intentional again. I didn't want an older team. Okay.

I was like, fair enough. And the first thing I did was I took about 35 of my key, key, key members, you know, branch heads, warehouse head, marketing head, whatever. And we went to Bali. And keep in mind, so I'm about 24. My average team size age is like 26, 27. And my older, like, you know, higher management is like 35, 36. Very young team, intentional again. I didn't want an older team. Okay.

So a very young group going to Bali for the first time. Most of them have not seen Bali. Most of them have never been on a trip like this before. And for the first four days, we had the best time of our life. River rafting, kayaking, clubbing, you know, beautiful dinners, whatever. Like you name it, we did it. And it was on day four that we had a bonfire.

So a very young group going to Bali for the first time. Most of them have not seen Bali. Most of them have never been on a trip like this before. And for the first four days, we had the best time of our life. River rafting, kayaking, clubbing, you know, beautiful dinners, whatever. Like you name it, we did it. And it was on day four that we had a bonfire.

So a very young group going to Bali for the first time. Most of them have not seen Bali. Most of them have never been on a trip like this before. And for the first four days, we had the best time of our life. River rafting, kayaking, clubbing, you know, beautiful dinners, whatever. Like you name it, we did it. And it was on day four that we had a bonfire.

We sat down by the beach and I told them my plan for the next five years from 2015 to 2020, my roadmap. I'm like, hey, guys, you know, I have a plan, my next five year plan. And I want a 10x revenue from 128 to a billion, you know, a billion a year. And every single one of them thought the bosses lost it.

We sat down by the beach and I told them my plan for the next five years from 2015 to 2020, my roadmap. I'm like, hey, guys, you know, I have a plan, my next five year plan. And I want a 10x revenue from 128 to a billion, you know, a billion a year. And every single one of them thought the bosses lost it.

We sat down by the beach and I told them my plan for the next five years from 2015 to 2020, my roadmap. I'm like, hey, guys, you know, I have a plan, my next five year plan. And I want a 10x revenue from 128 to a billion, you know, a billion a year. And every single one of them thought the bosses lost it.

Because just imagine, you know, for the last five, six years, nothing's been happening, you know, two years with me and then three, four years when you started off.

Because just imagine, you know, for the last five, six years, nothing's been happening, you know, two years with me and then three, four years when you started off.

Because just imagine, you know, for the last five, six years, nothing's been happening, you know, two years with me and then three, four years when you started off.

Yeah, so there's about 8x, 10x on Skooler, like 128 to a billion. And then I spent an hour explaining to them how. I'm like, look, guys, this is a new concept. It's called Danube Home. It would open a 60,000 square feet store. This is the revenue you can do per year. This is what our competitors do in these markets. These are the markets we've got to enter into. Blah, blah, blah, blah, blah.

Yeah, so there's about 8x, 10x on Skooler, like 128 to a billion. And then I spent an hour explaining to them how. I'm like, look, guys, this is a new concept. It's called Danube Home. It would open a 60,000 square feet store. This is the revenue you can do per year. This is what our competitors do in these markets. These are the markets we've got to enter into. Blah, blah, blah, blah, blah.

Yeah, so there's about 8x, 10x on Skooler, like 128 to a billion. And then I spent an hour explaining to them how. I'm like, look, guys, this is a new concept. It's called Danube Home. It would open a 60,000 square feet store. This is the revenue you can do per year. This is what our competitors do in these markets. These are the markets we've got to enter into. Blah, blah, blah, blah, blah.

So I explained to them that, look, we've done a lot of research. There is a roadmap behind it. And this is what the plan is. And of course, things don't work out exactly the way you plan it. But you have a general trajectory.