Cameron

And you know, at the time Sam Zell probably had like $10 billion or something. Like it was insane. He's 81 years old. He's working seven days a week. And he was, you know, I talked to him. He's like, I'm going to be doing deals till I die. He was like obsessed with this. And he was right. He was working on deals. Six months later, he was dead. Still working, you know, every day.

Or, you know, a lot, maybe not every day, but he was still on it all the time. And my dad for the life of him could not understand that this guy had billions of dollars and he still chose to work. And he realized like, oh, for a vast majority of people, they equate work with something I have to do. It's drudgery. There's a great line called how to do great.

Or, you know, a lot, maybe not every day, but he was still on it all the time. And my dad for the life of him could not understand that this guy had billions of dollars and he still chose to work. And he realized like, oh, for a vast majority of people, they equate work with something I have to do. It's drudgery. There's a great line called how to do great.

Or, you know, a lot, maybe not every day, but he was still on it all the time. And my dad for the life of him could not understand that this guy had billions of dollars and he still chose to work. And he realized like, oh, for a vast majority of people, they equate work with something I have to do. It's drudgery. There's a great line called how to do great.

There's a great essay called how to do great work. It's by this guy, Paul Graham. Yeah. And he, he, his guess is like how many people out of 8 billion people on the planet, really wind up finding work that they love to do, and they're able to support themselves with it?

There's a great essay called how to do great work. It's by this guy, Paul Graham. Yeah. And he, he, his guess is like how many people out of 8 billion people on the planet, really wind up finding work that they love to do, and they're able to support themselves with it?

There's a great essay called how to do great work. It's by this guy, Paul Graham. Yeah. And he, he, his guess is like how many people out of 8 billion people on the planet, really wind up finding work that they love to do, and they're able to support themselves with it?

There's a lot of people that find things they like to do that they love, but can they make your avocation, your vocation, I think is the line from Steve Jobs. And Paul's guess, Paul Graham's guess is probably a few hundred thousand. I think he might be right about that. It is unbelievably rare where I don't look at... I wake up every day like, I get to do this, not I have to do this.

There's a lot of people that find things they like to do that they love, but can they make your avocation, your vocation, I think is the line from Steve Jobs. And Paul's guess, Paul Graham's guess is probably a few hundred thousand. I think he might be right about that. It is unbelievably rare where I don't look at... I wake up every day like, I get to do this, not I have to do this.

There's a lot of people that find things they like to do that they love, but can they make your avocation, your vocation, I think is the line from Steve Jobs. And Paul's guess, Paul Graham's guess is probably a few hundred thousand. I think he might be right about that. It is unbelievably rare where I don't look at... I wake up every day like, I get to do this, not I have to do this.

Sam Zell looks at it like, I get to do this, not I have to do this. And what's remarkable is the overlap between people that got to the top of their profession and the people that had no exit. Their exit strategy was death. Not only would they not sell their company, they would never retire. I did this, this, one of the episodes I'm most proud of.

Sam Zell looks at it like, I get to do this, not I have to do this. And what's remarkable is the overlap between people that got to the top of their profession and the people that had no exit. Their exit strategy was death. Not only would they not sell their company, they would never retire. I did this, this, one of the episodes I'm most proud of.

Sam Zell looks at it like, I get to do this, not I have to do this. And what's remarkable is the overlap between people that got to the top of their profession and the people that had no exit. Their exit strategy was death. Not only would they not sell their company, they would never retire. I did this, this, one of the episodes I'm most proud of.

And one of the guys I really like, and I, uh, uh, it's the founder of Red Bull and his name's like Dietrich, Dietrich or something like that. There's no even biography of him in English. So I had to, I had to use chat GPT to translate a German biography to read in English, which is, you know, the translation, not perfect to do that episode.

And one of the guys I really like, and I, uh, uh, it's the founder of Red Bull and his name's like Dietrich, Dietrich or something like that. There's no even biography of him in English. So I had to, I had to use chat GPT to translate a German biography to read in English, which is, you know, the translation, not perfect to do that episode.

And one of the guys I really like, and I, uh, uh, it's the founder of Red Bull and his name's like Dietrich, Dietrich or something like that. There's no even biography of him in English. So I had to, I had to use chat GPT to translate a German biography to read in English, which is, you know, the translation, not perfect to do that episode.

And he, he came to my attention because he had just passed away. And he remarkable story didn't start. He was like a, uh, executive, like an account executive for like Unilever or something like that. And didn't start his first company. It was Red Bull. He was like 41 years old. Uh, he owned 49% of it. So he had, there was a 49% partner, 49% partner, another guy that owned 2%.

And he, he came to my attention because he had just passed away. And he remarkable story didn't start. He was like a, uh, executive, like an account executive for like Unilever or something like that. And didn't start his first company. It was Red Bull. He was like 41 years old. Uh, he owned 49% of it. So he had, there was a 49% partner, 49% partner, another guy that owned 2%.

And he, he came to my attention because he had just passed away. And he remarkable story didn't start. He was like a, uh, executive, like an account executive for like Unilever or something like that. And didn't start his first company. It was Red Bull. He was like 41 years old. Uh, he owned 49% of it. So he had, there was a 49% partner, 49% partner, another guy that owned 2%.

Um, towards the end of his life, uh, he turned, uh, he was paying himself between like 200 million a year and five, 700 million a year every year. So that's his paycheck. That's his paycheck. Right. Right. Uh, was turning down like, Right now, you could sell Red Bull for $40 billion, probably more. So multiple times he turned down $10 billion in his pocket. His share would be $10, $20 billion.