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My First Million

He turned a broke team into a billion dollars

Published September 26, 2025
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About This Episode

The hosts profile Jesse Cole and the Savannah Bananas, tracing how he transformed a struggling summer-league baseball operation into a massively in-demand entertainment phenomenon. They describe his decade of experiments with the Gastonia Grizzlies, the all‑in risk he and his wife took to launch the Savannah Bananas, and the fan‑first innovations that led to Banana Ball and a huge touring live show business. Along the way they draw parallels to MrBeast, Steve Jobs, Will Guidara, Dan Porter, Monster Jam, and Feld Entertainment to explore strategy, hospitality, showmanship, and building AI‑proof live experiences.

Topics Covered

Entrepreneurship Business growth and scaling Scrappiness in business Branding and naming Customer service Creativity Leadership and management Marketing and customer education Live events Showmanship

Disclaimer: We provide independent summaries of podcasts and are not affiliated with or endorsed in any way by any podcast or creator. All podcast names and content are the property of their respective owners. The views and opinions expressed within the podcasts belong solely to the original hosts and guests and do not reflect the views or positions of Summapod.

Quick Takeaways

  • Jesse Cole spent about a decade experimenting with fan engagement and stunts at the lowly Gastonia Grizzlies before the Savannah Bananas ever existed.
  • He and his wife went all in on the Savannah team, selling their house and living in a tiny garage apartment on a twin air mattress to keep the dream alive.
  • The Savannah Bananas built a "fan first" brand with moves like flat ticket pricing where the team pays the sales tax and a strict two‑hour game cap for families.
  • Banana Ball rewrites many baseball conventions, from fan‑caught foul balls counting as outs to ejecting players for bunting and forcing action on walks.
  • Cole obsessively studies the fan experience using security footage and bleacher snapshots, similar to how MrBeast analyzes YouTube retention graphs.
  • The hosts argue that being "insanely" or "unreasonably" committed to details, hospitality, and showmanship is what separates standout businesses from the pack.
  • They emphasize hiring people who are "down" enough to nurture fragile, unproven ideas instead of reflexively shooting them down.
  • Savannah Bananas now sell millions of tickets and tens of millions in merch, with estimates of 70-100 million dollars in annual revenue and potentially near‑billion‑dollar enterprise value.
  • The hosts see Banana Ball as closer to Harlem Globetrotters or Monster Jam than MLB-a touring family show with characters and spectacle that can endure for decades.
  • They close by urging listeners to deliberately generate many unreasonable, attention‑grabbing ideas as a daily practice.

Podcast Notes

Introduction and why the Savannah Bananas story matters

Hosts' emotional reaction to the story

They frame this episode as a "Billy of the Week" focused on one entrepreneur[0:00]
• The hosts say they are inspired and slightly intimidated by the story and feel the bar for what they should accomplish has been raised
Desire to reach Jesse Cole and have him on the podcast[0:21]
• They explicitly say they hope the story reaches the person they talk about and that he comes on the pod

Current scale and metrics of the Savannah Bananas

Why this is the most inspiring sports business they found

Host says he literally wrote "this guy deserves a billion dollars" in his notes[0:44]
• He notes he has never previously thought "I want to be like him" about a billionaire, but this story triggered that reaction

Ticket demand and waiting list

Savannah Bananas reportedly have a 3 million person waiting list for tickets[1:51]
• Host says you basically have to win the lottery to attend an event now

Revenue scale and potential valuation

Host estimates the business does between 70 and 100 million dollars in revenue[2:06]
• He speculates it is plausibly worth close to a billion dollars or will be soon

Social media dominance versus MLB

Savannah Bananas have more social followers on TikTok and other platforms than all professional baseball teams combined[2:20]
• Host explicitly names Yankees, Red Sox, and Dodgers and says Bananas have more engagement than all MLB teams combined

Jesse Cole's early baseball career and realization about boredom

Playing career and being benched

Jesse played college baseball and made it to the Cape Cod Summer League[2:56]
• Host describes Cape Cod Summer League as the premier summer league for amateur baseball players, but notes "premier" is generous because it's many levels below MLB
As competition increased, Jesse ended up benched and realized there were better players[3:28]

Realization that baseball is boring to watch

While sitting on the bench, Jesse realized that although he loved playing, watching baseball was often boring[3:34]
• He recounts being on the team and thinking "this is so boring" even though he was supposed to be deeply engaged

Turnaround of the Gastonia Grizzlies and decade of experimentation

Taking over a failing summer league team

Jesse's first GM job was with the Gastonia Grizzlies, a college summer league team[4:04]
• The team averaged about 200 fans per game and had roughly 268 dollars in its checking account
He initially was not going to be paid and took the role while the team was on the brink of failure[4:24]

Studying showmen and fan-building models

By day Jesse worked the job and by night he read books about Disney, P.T. Barnum, WWE, UFC, Apple, The Grateful Dead, and The Beatles[4:51]
• His goal was to understand how they built passionate fan bases and then apply that to his team

Promotional stunts and attendance growth

He tried fan-first ideas like having a fan throw out the first pitch and cheap concessions promotions such as dollar hot dogs[5:07]
• He staged a "dig to China" night where fans dug on the field to find a ticket or gift certificate usable for airline travel, but no one ultimately took the one-way ticket
• He created a grandma beauty pageant contest as another quirky promotion
He hijacked the MLB HGH scandal by firing the Grizzlies' bear mascot for taking "BGH" (bear growth hormone) to generate press[6:27]
• His goal was to "make noise" and drum up attention for a team that was otherwise invisible
Over time he turned the Grizzlies from near-collapse into a modestly cash-flow-positive summer team with 10x attendance growth[5:27]

A long, mostly unnoticed learning period

Jesse spent nearly a decade tinkering with ideas at Gastonia[6:38]
• He says he had only one media story about him in his first 10 years, but valued the experimentation time

Meeting his future wife and discovering the Savannah stadium

Networking into minor league circles and meeting Emily

Jesse wanted to meet minor league baseball people, so he hosted a free seminar and invited them[7:12]
• He shared stories of promotions like grandma beauty pageants, bear growth hormone, and dig-to-China with skeptical attendees
A woman from Cal Ripken Baseball attended, called an employee named Emily, and said "I just met your future husband" after seeing Jesse's passion[7:42]
• Emily and Jesse connected under the pretext of talking business; he later hired her, they stayed professional for a year, then started dating, and he proposed to her on the field during a game

Romantic trip that led to Savannah opportunity

As part of the proposal celebration, Emily planned a weekend trip to Savannah, Georgia[8:13]
• Their idea of romance included visiting a minor league baseball stadium during the trip
They were blown away by the historic stadium, comparing its feel to "Field of Dreams" and imagining Babe Ruth having played there[8:39]

How the stadium became available

At first, the stadium owner said it was fully rented to a minor league team, but agreed to call Jesse if that ever changed[8:28]
• Later, the existing minor league team demanded a 35 million dollar new stadium from the city, and the mayor refused, so the team left
Jesse then cut a deal to sign roughly a 20,000 dollar per year lease to create a new team in Savannah[9:13]

Launching the Savannah team and early struggle season

Low expectations around minor league and summer league baseball

Hosts discuss how minor league games are often basic bleachers with little draw compared to high school (kids playing) or college (school pride)[10:35]
• They note that minor league baseball lacks built-in emotional hooks and is "pretty whack" unless someone really cares about baseball
They mention that basketball and football have excelled in the social media era with highlights and storytelling, while baseball has been left behind[11:00]

Structure of the Savannah expansion and first months

For the Savannah team they did not buy an existing franchise; they created an expansion team in the Coastal Plain League and owed the league a few hundred thousand dollars[11:50]
• Jesse had built some reputation from the Gastonia Grizzlies turnaround, which helped convince the stadium to lease to him and the league to grant a team
In the first few months, he sold literally two tickets and fan events flopped so badly the conference center refused to charge him for food out of pity[12:11]

Going all in financially and personally

As they ran out of money, Jesse's wife suggested selling their house and going all in on the team[12:59]
• They sold their house, moved into a garage converted to a studio, slept on a twin air mattress, and wore socks to bed because it was cold
They used all their savings to keep the team alive, which Jesse framed as their "struggle season" or "pain cave"[13:18]
Jesse kept himself going by reading about Walt Disney's early bankruptcy and P.T. Barnum's struggles, seeing their path as analogous to his own rough period[13:22]

Branding, naming, and logo investment for Savannah Bananas

Community naming contest and "Savannah Bananas"

Jesse saw he needed a team name and held a community contest to involve locals who were upset about losing their prior minor league team[13:52]
• Most submissions were conventional names like Pirates, but a 62-year-old nurse submitted "Bananas"
Jesse immediately liked "Savannah Bananas" even as others argued he could not use such a name[14:16]
• He envisioned related concepts like a grandmother dance team called the "Nannas" and male cheerleaders called the "Man-Nannas"

Choosing to invest heavily in the logo despite being broke

Although he and his wife were living on about 40 dollars a week, Jesse insisted that branding would really matter long term[14:55]
• A design agency quoted 12,000 dollars for the logo, which he initially could not afford but ultimately chose to pay for because it would go on everything
Years later, the brand became so strong that the Bananas reportedly do tens of millions of dollars annually in merchandise sales[15:23]
• The hosts say the core of that original logo remains in use, even if it has been touched up over time

Fan-first philosophy and systematic idea generation

Ticket pricing and paying fans' sales tax

Jesse mapped the end-to-end event experience and noted that ticket fees and taxes inflate the final cost beyond the face value[15:58]
• Savannah Bananas instead charge a flat 25 dollar ticket and the team itself pays the sales tax on behalf of fans
The hosts say this policy costs the team millions of dollars per year but sends a strong message about what they represent[16:17]
• They mention the corporate entity is called something like "Fan First Entertainment" or "Fan First LLC," reflecting this North Star

Writing 10 ideas per day to build the "idea muscle"

Jesse started an idea book in 2016, committing to write 10 new ideas every day[16:58]
• He says 70-80% of the ideas are terrible, but the exercise is about flexing the idea muscle, especially after idea 5 when it gets hard
The hosts compare this to MrBeast's practice of generating 20-40 YouTube video ideas daily and using random word generators to stimulate creativity[17:16]

Reinventing baseball rules into Banana Ball

Identifying what is broken about traditional baseball

Initially the Savannah Bananas played regular baseball, but Jesse systematically questioned which parts were boring or unnecessary[16:38]
• He noted that batters can step out of the box, which contributed to long pauses; timing pitches showed that the sequence could take around 27 seconds between action
He challenged the industry mindset of "if it ain't broke, don't fix it" and argued that much of baseball actually is broken but preserved by habit[18:26]

Key Banana Ball rule changes

Foul balls caught by fans in the stands count as outs[18:43]
• On walks, the batter must still sprint and the defense is required to throw the ball among all defenders, creating an exciting sequence instead of a slow trot to first
Bunting is banned to the extent that if a player bunts, they are ejected from the game[19:08]
Games are capped at two hours to keep it a family-friendly experience with kids home by bedtime[19:10]
• Jesse resisted pressure to make games two and a half hours, insisting on two hours because the product is a family event, not just a sport
The format was formalized and named "Banana Ball", eventually evolving into its own league[19:24]

Obsessing over fan experience with data and the MrBeast analogy

Using security footage and crowd snapshots

Jesse used stadium security cameras after games to see when fans arrived, left, and how long concessions took[19:46]
• He now has a team that takes periodic snapshots of the bleachers (every 10-15 minutes) to measure engagement and identify boredom points
He reverse-engineers which parts of the game coincide with drop-offs in fan presence to improve those segments[20:14]

Comparison to MrBeast's YouTube retention obsession

Hosts recall MrBeast showing them retention curves where small dips represented millions of viewers leaving a video[20:22]
• MrBeast identified ad reads as causing major dips and insisted on making ad reads as entertaining as the main content
They emphasize that people often think "I'll worry about that once I'm big," but in reality you worry about those details first, which is how you get big[20:55]

Steve Jobs's "insanely great" standard and detail obsession

Meaning of "insanely great"

Steve Jobs consistently used the phrase "insanely great" to describe Apple's product bar[21:04]
• The hosts note that people like focusing on "great" because it is agreeable, but the "insane" part-extreme commitment to details-is what actually matters

Examples of Jobs's extremism

Jobs delayed shipping the Macintosh because he felt the inside casing of the machine was unfinished, even though customers would never see it[21:42]
• He pushed the iPhone team to create an "insanely great" touch keyboard despite engineers doubting its technical feasibility
They present Jesse Cole's approach as a similar form of "insane" devotion to details in fan experience[21:58]

Leadership style, hiring for "down" people, and embracing weird ideas

Dictator vs delegator in creative businesses

Host reflects on the tension between being a dictator (imposing vision) versus delegating and surfacing ideas[23:14]
• He perceives Jesse as leaning toward the visionary dictator side: he has a clear vision and rallies people to execute it despite skepticism
The host jokes that, contrary to the cliché, he actually does want "yes men" because ideas often get shot down with reasons they "can't be done"[23:22]

Jesse's layered, symbolic ideas and employee resistance

At games, Jesse reportedly has 11 rules because "K" (strikeout symbol) and potassium (in bananas) both tie to 11 as a letter, showing his love of symbolism[24:16]
• The host notes that if he told an employee a similarly intricate idea, they might tell him to leave their office so they could work, highlighting how "extra" such thinking can seem

Changing hiring criteria: adding "are you down"

The host used to screen for Warren Buffett's triad: energy, intelligence, and integrity[24:52]
• He added a fourth criterion: "are you down"-meaning, are you willing to try unproven, extra, or soul-based ideas without demanding data first
He wants people who can nurture a fragile, newborn idea instead of immediately poking holes in it[24:25]
• He cites colleagues Ben and Diego as examples of "down" people who may not be the most technically skilled but support ambitious, unproven concepts

Danger of self-censorship around unsupportive teams

If team members reflexively critique or demand data, founders start censoring themselves and avoid even bringing fragile ideas forward[24:36]
• He compares it to having a friend who is easily offended-you unconsciously avoid topics because you "know where it goes"
He notes that in tech environments, people often say "show me the data" when some decisions are based on intuition and "soul" instead[25:11]

Unreasonable hospitality, weirdness, and customer experience

Will Guidara and the hot dog story

Sam describes an upcoming podcast with Will Guidara, known for running 11 Madison Park, which was awarded best restaurant in the world[25:52]
• Guidara wrote the book "Unreasonable Hospitality" and inspired a notable episode of the TV show "The Bear" about sweating service details
Guidara once overheard tourists lamenting they had not tried a New York street hot dog, so he ran out, bought a three-dollar hot dog, plated it beautifully, and served it to them[26:06]
• The tourists were blown away, and Guidara decided that delivering that emotion would be the restaurant's mission going forward

Building systems and budgets for unreasonable gestures

Guidara created a budget specifically for "crazy stuff" so staff could regularly go above and beyond for guests[26:37]
• Instead of generic crayons for kids, they might have an Etch-a-Sketch waiting at the table as a thoughtful surprise
The hosts connect this philosophy directly to Savannah Bananas, arguing that unreasonable hospitality underpins their fan-first choices[27:19]

George Mack's idea: "they only remember you're weird"

George Mack says people only remember what's weird about you, not how well you met expectations[28:37]
• Doing the expected basics is table stakes; you get no credit for them, only penalties if you fail
Being weird-doing things out of the ordinary-is what becomes memorable in products, personal brands, or teams[28:10]
• They cite paying fans' sales tax and offering all-you-can-eat concessions with a single ticket price as "weird" moves that embody the Bananas' fan-first promise
They point out that most sports teams claim to care about fans while simultaneously gouging them, so actions like paying tax "show, not tell"[28:25]

Mistakes as opportunities to wow

Guidara reportedly says every mistake is an amazing opportunity to blow someone away[30:18]
• People will remember the error and the extraordinary effort made to fix it, often more positively than if nothing had gone wrong
Sam shares how this mindset inspired him to redesign Hampton's application process with faster, more personal outreach to applicants as an example of hospitality[30:31]

Training teams via repetition and "propaganda"

Guidara told Sam he acts like a "propagandist", repeating the same phrases and values constantly to train staff to care about hospitality details[31:21]
• Sam notes that "unreasonable" is the hard part-everyone agrees hospitality is good, but few commit to going far beyond what seems reasonable

Distinctive strategy and budgeting for showmanship

Dan Porter's view on strategy that others disagree with

Dan Porter of Overtime told them that if a strategy is something everyone agrees with, it is not a real strategy[32:09]
• Generic aims like "we'll have great customer service" are meaningless because all competitors would agree with them
Porter offered Overtime's first-year tactic of replying to about a million social media comments-often personally by the founder-as an example of a disagreeable strategy[32:29]
• He acknowledged many people would regard that as a waste of time, which is precisely what made it a distinctive strategy

Will Guidara's 5% margin allocation to hospitality

Sam recounts that Guidara allocates about 5% of margin to fund unreasonable hospitality gestures[31:47]
• For example, if his business could run at 20% margins, he would accept 15% margins and use the 5% difference for wacky, delightful experiences
Guidara believes it may take 6-12 months for such investments to pay back financially, but they help build a powerful reputation[32:31]
The hosts wonder how long it took for Jesse's unusual norms to be recognized and to drive ticket demand and word-of-mouth[33:38]

Showmanship as a core differentiator

They describe Jesse as "pure showmanship" and call him a modern-day P.T. Barnum[33:38]
• They say anyone who appreciates showmanship-as they do-will see that as the essence of his approach

Savannah Bananas business model, scale, and owner economics

Estimated revenues, attendees, and growth

They estimate current revenues at 70-100 million dollars per year[34:41]
• Last year about 2 million fans attended games, doubling from 500,000 to 1 million to 2 million over successive years
If you multiply 2 million attendees by the lowest ticket price of 25 dollars, that yields about 50 million dollars in ticket revenue alone[34:43]
• On top of ticket sales they have tens of millions in merchandising revenue and a 3 million person waiting list

Valuation range and ownership

They believe the company is likely worth between 500 million and 1 billion dollars[34:58]
• They state that Jesse and his wife own 100% of the company

Transition to world tour scale

The Bananas are now doing a world tour, having moved from small minor league stadiums to the biggest ballparks in the country[35:31]
• In a two-day span they drew about 150,000 people to their games, illustrating how far things have come since the early days
The hosts recall discussing Savannah Bananas two or three years prior, noting that the scale then was far smaller than today[35:50]

Emotional resonance of Jesse's story

Sean says in all caps in his notes that Jesse deserves a billion dollars for what he built over a long period[36:04]
• Sam says Jesse has an "everyday guy" vibe that makes his story emotional and inspiring, and he feels fully "on his team" regardless of what he does
They especially appreciate the husband-and-wife partnership at the core of the business[36:21]

Longevity of Banana Ball and the Monster Jam analogy

Will Savannah Bananas be a WWE or Harlem Globetrotters equivalent?

Sam asks whether the Bananas will become a sustained institution like WWE or fade like a gimmick similar to the Harlem Globetrotters[38:29]
Sean answers that it is more like the Harlem Globetrotters model-a family show-but sees no reason it must end[38:34]

Explaining Monster Jam as a comparable live show

Sean describes taking his kids to Monster Jam at the Oakland Coliseum and calls it the best day ever for young boys who love trucks and Hot Wheels[39:14]
• The setup is a dirt mound in the middle of an arena with about 8-10 character-branded trucks like Megalodon (a shark) and Grave Digger performing tricks
The trucks do a limited repertoire of tricks: driving on back wheels, front wheels, getting air, attempting flips, and sometimes crashing mid-show[39:08]
• Between truck acts, dirt bikers perform more sophisticated stunts, making the event a two-hour family spectacle with concessions and merchandise
Sam notes that Grave Digger's passes rattle your soul, describing the visceral loudness and physical feeling of the trucks[41:03]

Monster Jam scale and implications for Banana Ball

Sam quickly Googles and cites a figure of about 4 million tickets sold per year for Monster Jam, which Sean finds believable[40:59]
• Sean estimates the event he attended had about 10,000 people, with the show running in that city for three days before moving on
He concludes there is no reason the traveling circus of Banana Ball could not be a similar, sustained touring family show[41:37]
• He emphasizes that fans can become attached to players and characters just as kids do to Monster Jam trucks or WWE wrestlers

Feld Entertainment example and the AI-proof nature of live events

Feld Entertainment's portfolio and scale

Sam explains that Monster Jam is owned by Feld Entertainment, which also owns Ringling Brothers and Barnum & Bailey Circus, Monster Energy Supercross, and Sesame Street Live[42:14]
• He says Kenneth Feld's company employs around 3,000 people and lists Forbes/press estimates that put Feld's wealth at 3-4 billion dollars
Feld's father started Ringling Brothers Circus and Kenneth eventually took over, making live touring shows the family business[42:29]

Live entertainment as AI-proof opportunity

Sean calls live out-of-home entertainment "super AI proof", arguing demand will rise as digital entertainment becomes more abundant[42:27]
• He points out there are relatively few high-quality live touring shows, increasing the scarcity value of concepts like Banana Ball

Family business and lifestyle reflections

They marvel at the idea of Feld's family dinner conversations revolving around Monster Jam and circuses, contrasting it with their own internet-business work[42:35]
• They imagine the Cole family similarly, with children watching their parents run an unconventional, high-energy touring baseball circus
Sean contrasts his former "money button" at The Hustle-pressing send on an email that generated tens of thousands of dollars per day-with Jesse's "money bus" lifestyle requiring constant travel[42:22]
• He notes that while Jesse likely makes more money now, it comes with the grind of being on the road rather than pushing a digital button

Closing encouragement to generate unreasonable ideas

Spending the whole episode on Savannah Bananas and turning it into a challenge

They realize they spent the entire episode on Savannah Bananas and decide that is fine, given how rich the story is[45:22]

Idea-generation challenge for listeners

They suggest listeners go brainstorm the craziest marketing things they could do in their own businesses[44:55]
• Sean proposes writing down 20 totally out-of-the-box ideas every day for the next 60 days and emerging with three attention-getting, unreasonable ideas worth executing

Lessons Learned

Actionable insights and wisdom you can apply to your business, career, and personal life.

1

Obsess over the end-to-end customer experience and remove friction, even if it costs you in the short term; moves like paying customers' sales tax or capping event length can become defining parts of your brand.

Reflection Questions:

  • • Where in your current customer journey do people experience the most frustration, delay, or hidden fees that you could remove or simplify?
  • • How might your reputation change over the next year if you made one fan-first decision that clearly cost you money but obviously benefited your customers?
  • • What specific part of your product or service could you redesign this month to signal, through actions rather than words, that you truly put customers first?
2

Treat idea generation as a daily practice rather than a rare spark-by forcing yourself to produce many ideas, you flex a creative muscle that makes breakthrough concepts more likely.

Reflection Questions:

  • • What simple routine could you implement to generate 10-20 ideas a day related to your product, marketing, or operations?
  • • How would your approach to innovation change if you accepted that 70-80% of your ideas will be bad but that volume is necessary to find the good ones?
  • • When during your day are you most mentally fresh, and how could you reserve that window specifically for systematic idea brainstorming?
3

Surround yourself with collaborators who are "down"-people who nurture fragile, unproven ideas instead of reflexively demanding data or listing reasons they won't work.

Reflection Questions:

  • • Who on your team currently makes you more likely to censor your boldest ideas, and why do you think that is?
  • • How could you adjust your hiring or collaboration criteria to prioritize people who are willing to experiment with unproven concepts?
  • • What norms or ground rules could you introduce in your next strategy session to protect fragile ideas long enough to explore them properly?
4

You are remembered for what is weird and unreasonable, not for doing the expected basics; deliberate showmanship and hospitality are strategic, not ornamental.

Reflection Questions:

  • • What is one "weird" or out-of-the-ordinary thing you could do for your customers that they would talk about to friends afterward?
  • • In what ways have you been relying on table-stakes promises (like "great service") instead of committing to something that some peers might actually think is foolish?
  • • Which aspect of your brand or experience could you dial up to an "insanely" or "unreasonably" high standard over the next quarter?
5

A real strategy is something that at least some smart people think is a bad idea; if everyone would nod along with your plan, it probably won't differentiate you.

Reflection Questions:

  • • Which of your current strategic priorities would your sharpest critics or competitors actually disagree with, and which ones would they applaud as obvious?
  • • How could you design one initiative this year that you know will sound wasteful or risky to outsiders but that you believe will create outsized loyalty or attention?
  • • What existing activity in your business could you double down on-even if others think it's irrational-because the early signals suggest it resonates deeply with your audience?
6

Breakthroughs often follow a long, mostly invisible period of tinkering and struggle; enduring the "struggle season" while continuously experimenting builds the capabilities and insights that later look like overnight success.

Reflection Questions:

  • • Which part of your current work feels like a grind with little external recognition, and how might it actually be your equivalent of Jesse's decade of experimentation?
  • • How can you structure your next 6-12 months so that you systematically test new ideas instead of simply enduring hardship without learning from it?
  • • What story about a past struggle could you document now, so that when things work later you can see and share the full arc instead of just the highlight reel?

Episode Summary - Notes by Phoenix

He turned a broke team into a billion dollars
0:00 0:00