Michael Rubin

I feel like a startup. I feel like we're just getting going. And look, Here's the reality. That's humble. I have so much fear about, and fear in a good way, like fear that drives me about what are all the things we're not doing right. And by the way, when I go through our business, there's a lot of things we do well, and there's a lot of things we don't do well.

I feel like a startup. I feel like we're just getting going. And look, Here's the reality. That's humble. I have so much fear about, and fear in a good way, like fear that drives me about what are all the things we're not doing right. And by the way, when I go through our business, there's a lot of things we do well, and there's a lot of things we don't do well.

I don't want to talk about what we do good. I want to talk about what we don't do well so we can make it better. And so, you know, I think you have to have that startup mentality, that entrepreneur's mentality that's always driving. I think you lose your edge. And then quite frankly, I think somebody takes you out and it's over.

I don't want to talk about what we do good. I want to talk about what we don't do well so we can make it better. And so, you know, I think you have to have that startup mentality, that entrepreneur's mentality that's always driving. I think you lose your edge. And then quite frankly, I think somebody takes you out and it's over.

So first, our company is not for everyone. Like we tell people, you know, this is an intense company. You know, we're going to keep pushing. You know, it may not be for you.

So first, our company is not for everyone. Like we tell people, you know, this is an intense company. You know, we're going to keep pushing. You know, it may not be for you.

Definitely. But by the way, when I go to hire people at my level, level down, I try to scare people away to see what they're made of. I know you know exactly what I'm talking about.

Definitely. But by the way, when I go to hire people at my level, level down, I try to scare people away to see what they're made of. I know you know exactly what I'm talking about.

Like, you know, are they going to think, you know, you're crazy when you call them at six o'clock in the morning or, you know, 11 o'clock in the night or when they get email, I don't call people in the middle of the night, but I send emails in the middle of the night. Are they anything that's crazy? They're going to like that. Is that going to drive them?

Like, you know, are they going to think, you know, you're crazy when you call them at six o'clock in the morning or, you know, 11 o'clock in the night or when they get email, I don't call people in the middle of the night, but I send emails in the middle of the night. Are they anything that's crazy? They're going to like that. Is that going to drive them?

Are we going to like inspire people together? They're going to not be made for it. And so, you know, to me, I think it starts with leadership. Leadership is really important. You've got to have a vision and get people to buy into your vision. Communication is so important. Like, it's not like we have, 50 people.

Are we going to like inspire people together? They're going to not be made for it. And so, you know, to me, I think it starts with leadership. Leadership is really important. You've got to have a vision and get people to buy into your vision. Communication is so important. Like, it's not like we have, 50 people.

When you have 22,000 people, you have to communicate and get your message out to everybody. Make sure you've got people aligned and working together. And I think that's where a lot of big companies, you know, they get off track.

When you have 22,000 people, you have to communicate and get your message out to everybody. Make sure you've got people aligned and working together. And I think that's where a lot of big companies, you know, they get off track.

They're more concerned with like the different corporate bullshit that you're supposed to have in a company of like, you know, the memos from the different departments that tell you the things you want to know. I'm like, I don't even read any of that shit from us. Like I'm focused on how do we grow our business? How do we keep pushing?

They're more concerned with like the different corporate bullshit that you're supposed to have in a company of like, you know, the memos from the different departments that tell you the things you want to know. I'm like, I don't even read any of that shit from us. Like I'm focused on how do we grow our business? How do we keep pushing?

And if you really think about it, why am I working the hardest I've ever worked? You know, we were only in the business that we call Finax Commerce. That's the fan gear business. That's where I started. We were only in that business till 2020. Now we have three businesses. We have the fan gear business, which is called Finax Commerce.

And if you really think about it, why am I working the hardest I've ever worked? You know, we were only in the business that we call Finax Commerce. That's the fan gear business. That's where I started. We were only in that business till 2020. Now we have three businesses. We have the fan gear business, which is called Finax Commerce.

We have the collectibles business, which is primarily trading cards. And we have the betting and gaming business. We only launched the betting and gaming business. Our first dollar of revenue was last year. This year, we've been close to a billion dollars in revenue. Year two, okay? Year two. Our collectibles business- Is it profitable? Gaming business is not profitable.

We have the collectibles business, which is primarily trading cards. And we have the betting and gaming business. We only launched the betting and gaming business. Our first dollar of revenue was last year. This year, we've been close to a billion dollars in revenue. Year two, okay? Year two. Our collectibles business- Is it profitable? Gaming business is not profitable.