Michael Rubin

If the sports book is down, like something like that, that actually... That kills my inner soul. Okay. Because I just want to fix it. I think I feel pain. Maybe something goes wrong for my kids. Yes. But in business, no. Because like I think… One of the things of a good leader is someone who can deal with whatever comes at them in a calm and thoughtful way.

If the sports book is down, like something like that, that actually... That kills my inner soul. Okay. Because I just want to fix it. I think I feel pain. Maybe something goes wrong for my kids. Yes. But in business, no. Because like I think… One of the things of a good leader is someone who can deal with whatever comes at them in a calm and thoughtful way.

I calm down during the most difficult period. So when like shit's going crazy, that's why I think we have to be calmest, most focused, like game on.

I calm down during the most difficult period. So when like shit's going crazy, that's why I think we have to be calmest, most focused, like game on.

You can't panic because the reality is, every consumer company that makes merchandise is dealing with this issue. And by the way, you're going to be able to reinvent your supply chain. Like, look, China's probably not going to be a place where a lot of American companies make merchandise because of the, you know, relationships right now.

You can't panic because the reality is, every consumer company that makes merchandise is dealing with this issue. And by the way, you're going to be able to reinvent your supply chain. Like, look, China's probably not going to be a place where a lot of American companies make merchandise because of the, you know, relationships right now.

And so, and by the way, China's, you know, they're a really good, you know, partner in making merchandise. But you'll figure out, how do I shift that? How do I make my company better? Like, I know in 2026- SKIMS will be a better company from what you went through in 2025?

And so, and by the way, China's, you know, they're a really good, you know, partner in making merchandise. But you'll figure out, how do I shift that? How do I make my company better? Like, I know in 2026- SKIMS will be a better company from what you went through in 2025?

I'm sure of that. Absolutely no doubt. And even though many companies are taking a drop in value today, the good ones will be more valuable next year because they figured out how to take advantage of this opportunity.

I'm sure of that. Absolutely no doubt. And even though many companies are taking a drop in value today, the good ones will be more valuable next year because they figured out how to take advantage of this opportunity.

Yeah. I say I generally try to think about what things look like in the period of five to 10 years. I don't think about what's it going to mean over the next year or two years. Cause I think that's too near term focus. I think it's what, what can you do over five to 10 years after that? I'm like, okay, I hope I'm here.

Yeah. I say I generally try to think about what things look like in the period of five to 10 years. I don't think about what's it going to mean over the next year or two years. Cause I think that's too near term focus. I think it's what, what can you do over five to 10 years after that? I'm like, okay, I hope I'm here.

So she, you know, like I think five to 10 years is kind of periods of time that I think about, I think you can do a lot five to 10 years. You can build something that's, that's really, you know, a leader. You can do something that's just so good for the fan. If you take that kind of long-term mentality.

So she, you know, like I think five to 10 years is kind of periods of time that I think about, I think you can do a lot five to 10 years. You can build something that's, that's really, you know, a leader. You can do something that's just so good for the fan. If you take that kind of long-term mentality.

Yeah, I think history is a great prediction of the future. So, you know, one example that I've used is I interview more people in a given year than anybody at my level. And the reason is I realize how important people are to our company. That is the most important asset.

Yeah, I think history is a great prediction of the future. So, you know, one example that I've used is I interview more people in a given year than anybody at my level. And the reason is I realize how important people are to our company. That is the most important asset.

You know, I bet you in a given year, Um, and I work, you know, probably 80 hours a week on average, 78 hours a week, every week, probably eight hours a week. Um, I'd say 10 to 20% of my time. Okay. And during that period of time, I've never asked somebody for a reference in my life. Why? Because anyone I meet I'm going to figure out who I know that knows them. I'm going to do backdoor chat.

You know, I bet you in a given year, Um, and I work, you know, probably 80 hours a week on average, 78 hours a week, every week, probably eight hours a week. Um, I'd say 10 to 20% of my time. Okay. And during that period of time, I've never asked somebody for a reference in my life. Why? Because anyone I meet I'm going to figure out who I know that knows them. I'm going to do backdoor chat.

I'm not, if you ask me for a reference, I would call the people that I gave you and say, Hey, make sure you tell Emma this about me. Anyone who's listening to this, when someone asks you for a reference, when someone asks you for your references, if you don't give them the three or five references, then call each reference and tell them what you want them to say. You're not thinking very clearly.

I'm not, if you ask me for a reference, I would call the people that I gave you and say, Hey, make sure you tell Emma this about me. Anyone who's listening to this, when someone asks you for a reference, when someone asks you for your references, if you don't give them the three or five references, then call each reference and tell them what you want them to say. You're not thinking very clearly.