Oliver Trevena
speaker
81 appearances
1 recordings
1 series
first heard Dec 2024
last heard Dec 2024
Oliver Trevena’s voice in public audio — every appearance, attributed to the second.
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Appearances
Man wipes. But yeah, it's tough. But I'm glad, you know, we've started to get nice momentum now. And we've, you know, we're growing and growing. And I think that's a lot to do with the fact that, you know, we really focus on the product first.
And now we have kids pouches as well, which is amazing.
So basically I should have come and done this podcast about two years, three years ago, and then I would have been fine.
I mean, I've enjoyed it and I've not enjoyed it. I think the enjoyable part is I generally like to pay it forward. Like I would not have a business if people didn't believe in me. And I like hearing a founder and believing in their vision. I think it has to be what I've learned, right? Because I've had investments go wrong is the founder has to know how hard it's going to be.
I've invested in what I think is some of the most incredible stuff and it just fell apart because the founder just wasn't in it. And I've invested in things that had the potential, but the founder wouldn't step away. And I learned a lot through that, which is why when I did Caliwater, as soon as I had the momentum, I was like, I'm getting a president. And I work for my president.
He tells me what I need to do for him because he knows beverage. I don't know beverage. And I think that's what I've learned is like the ego of a founder can really crush. It doesn't matter how good the product is, how innovative it is, how creative it is, how brilliant it is.
without the right founder evil evil to run the company or to step away from the company when it's time it will crush it and that's why you know i've had some that have done well and some that you know haven't gone under touchwood but i've kind of wrote off my investment you know like i'm like if i probably never see this money again um i'm close to saying which ones they are but maybe i shouldn't um
But it's it's been it's been interesting. It's been interesting. But I'm grateful for the lessons because that every every, you know, investment I made and learned led me up to then when I founded a company, what I wanted to do and what I didn't want to do, you know. So, you know, there's always there's always a value in the lessons, whether they're good or bad.
And I like to enjoy what I invest in. That's the other key. Because then you're in, like, I love going to Next Health. I enjoy it, you know? Worst case, if for some reason, I mean, that company's doing incredibly well, but if worst case something happened, I've enjoyed it. I've had a good run, you know? So enjoy what you're investing in as well.
it's really ready to go to war 100% and to your point that's exactly what I've been learning it's like there's stress in the beginning it's stressful to launch then it's stressful when you launch then as you get bigger it's more stressful and then as you continue to like scale it's
more stressful you know and i think we're in a we're in a time where it's really hard to to find your people as well finding those ride or die people that believe in your vision as much as you do i think that's changed now because everyone just wants to do it themselves you know it's a it's a quick quick fix world of being like well i just want to do my own company it's like well that's not how it works right now you're like you learn a lot with another company and then you go and do your own thing i think it's hard to find people that really want to put in the hours and the time and the blood sweat and tears when it's not their company
Um, I want to, I want to try the product, whatever that is, obviously. Um, I want to know how they got to where they are, um, like their own journey. I think, you know, just to, just to gauge like how much work it's taken them. And I don't mean this in a nasty way, but you know, if some, if they were like, oh yeah, my, uh,
My dad gave me half a million dollars and I started a protein bar company and this is where I'm at. You're like, oh, if they've, you know, put the work in. And by the way, that could be the case that that could have given half a million and they put blood, sweat and tears and turned it into two million. Great. I'm all ears. So I want to hear their story.
I want to hear the founder's story away from the product. I want to hear the founder's story of what they've done with the product and where it's at now. And then I want to try the product and then hear their vision for it ahead.
And hear those like kind of flags of like, you know, if they're if they're holding on to this company for dear life forever, you know, if they hold on to their equity for dear life forever, all those things that, you know, can really bite you in the ass.
So.
I mean, the first thing I'll probably say is why are you picking me? Because there's more bankable actors right now. Yeah, I mean, once again, I'd be like... I'd try and dissect it and be like, what are we making? Why are we making it? What's the end goal? You know, it really is. It's you know, it's it's it's sadly it's referred to as the movie business.
But I think people just refer to it in their mind as movies. People forget the business part. So I think the same way I would, you know, I wouldn't ask the questions of how they found it and all that. But I would ask the guy, why do you want to put this money in? What kind of movie do you want to make? And I think that's the other thing with movies. Like sadly, it is what it is, right?
Like thriller, action, horror, you know, they're movies that tend to return your money because you can make them for less. If someone came to me and was like, I've got this amazing story, you know, I love making amazing stories. I'd love to be an actor in an Oscar winning drama. There's a lot of risk there.
You know, when people make an $80 million movie that's talking about climate change, it's needed to be made.
Showing 41–60 of 81 · page 3 of 5
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