The Money Mondays - Ted Dhanik Shares His MOST Valuable Money Lessons 📈 E96

Episode Date: November 18, 2024

Ted Dhanik, one of the people responsible for helping to start Myspace when it was still in its infancy, is with us today to share his MOST valuable insights on how to make money.... --- Ted Dhanik is a former Vice President of MySpace's advertising department and the founder of Engage:BDR, a leading programmatic ad tech company. With a deep background in digital marketing, he has been instrumental in shaping online advertising strategies and helping brands maximize their reach. --- Like this episode? Watch more like it 👇 Michael Sartain & Michael Mojo: What Stops MOST Entrepreneurs from Succeeding: https://youtu.be/t3xxrCNBTRg Dan Martell: The Man with the Cheat Code to Money: https://youtu.be/xj_y30BXEyo "The Biggest Risk Is Not Taking Any Risk" - BJ Baldwin & Vince Ricc: https://youtu.be/vzo3MBY8cTE| Travis Lubinsky & James Malinchak on Building PROFITABLE Brands: https://youtu.be/Q6x_VQPFBuo Watch ALL Full Episodes Here: https://www.youtube.com/playlist?list=PLs0D-M5aH-0IOUKtQPKts-VZfO55mfH6k --- The Money Mondays is a business podcast here to teach you how to make money, invest money, and donate money by showcasing some of the world's most successful people and how they do the same. Hosted by serial entrepreneur Dan Fleyshman, the youngest founder of a publicly traded company in history, this money podcast gives you an exclusive behind the scenes look at how the wealthiest celebrities, entrepreneurs, athletes and influencers make, invest and donate money. If you want to learn more business and investing while you work to improve your financial life, you're in the right place! Subscribe: https://www.youtube.com/@themoneymondays?sub_confirmation=1 Dan Fleyshman, The Money Mondays Learn more here: https://themoneymondays.com Watch all the podcast episodes: https://youtube.com/playlist?list=PLs0D-M5aH-0IOUKtQPKts-VZfO55mfH6k Let’s Connect... Website: https://themoneymondays.com Podcast: https://podcasts.apple.com/us/podcast/the-money-mondays/id1663564091 Twitter: https://twitter.com/themoneymondays LinkedIn: https://www.linkedin.com/company/the-money-mondays/about/ TikTok: https://tiktok.com/@themoneymondays FB: https://www.facebook.com/The-Money-Mondays-110233585203220/

Ladies and gentlemen, welcome to the Money Mondays. We are here inside of an RV motorhome parked in Beverly Hills, California nearby where our next guest lives and has built multiple companies out here. As you guys know, these podcasts run for under 40 minutes because the average workout is 45 minutes and the average commute to work is 45 minutes. So this episode will be between 34 and 38 minutes for your listening pleasure. Why do I say that? Because we have a 93% listen-through rate. I think our guest likes that because he loves math, statistics. He is very data analytical as he's built some of the most impressive companies on the data side and paid media side, et cetera. So we cover three core topics here,

how to make money, how to invest money, how to give it away to charity. And with these topics and with these podcasts, what's really truly important is for you listening at home to have these discussions about money with your friends, family and followers. We all grew up thinking it's rude to talk about money. I think it's rude not to talk about it

because people need to understand taxes and credit scores and loans and leases and rent and just actually understanding why they're getting a salary, how much they should budget, et cetera. And we thought it was rude to talk about it our whole lives. And so we are trying to change the narrative. That's why this podcast has stayed in the top five for over 84 weeks in a row because of you guys finally having these discussions. So without further ado, I'm going to give it up for Mr. Ted Danik.

And what I'd love for you to do is give a quick two minute bio so we can get straight to the money. Two minutes and we have like 34 minutes, 34.5 minutes left to go, you know, let's go. There's no pressure here. Thanks, Dan. Dan's been doing this to me for a long time,

many, many years. We've worked together for like, I don't know, like 15 years now or maybe something like that. It's been a long time. Anyways, so yeah, so I started my career in the mid 90s in Silicon Valley, worked for a lot of companies back then. They were called the dot com boom. Some went boom, some went burst and some did well and some didn't. And so ended up in some good ones and then moved to LA and ended up at some really good ones was one of the early

original guys that company got lower my bills, sold it to Experian, did really well. Interesting company because it was largest lead gen company or creator of developer of leads for the mortgage business of personal finance in the world at the time. Sold to Experian, they thought it was really interesting business. Shortly after it jumped on MySpace at its early days and stayed until about 2008-2009. I wanted to solve a problem that MySpace faced that about seven billion ads a day or they're going under monetized so I built a company, an ad tech company to service that just MySpace and then within six months we're

servicing the top 50 publishers on the web from CNN to dictionary.com reference.com etc andference.com, etc. And then took that company public in 2017 in an IPO, ran it until about two years ago, sold it, merged into something else. And then I've just been out of tech for two years, so I got non-tech businesses, not so elegant but I don't have the itch yet but I will when I get the itch to enter tech. It'll be somewhere that's not super consolidated, not saturated, somewhere there's, you know, it's kind of wide open. So that's who I am. So along the journey, when you're talking about companies like Lower My Bills,

MySpace, recruiting was a big thing. How do you inspire people to want to come work with you at a company like that, especially startup companies? Yeah. So at the time, you know, it was interesting because MySpace didn't really have to attract talent the way that Lower My Bills and some of the other startup companies that I worked for did. They'd have all kinds of really interesting gimmicks, like somebody's coming to massage you.

It's kind of like a poker game, right? They didn't look like the masseuses in the poker game, though, I'll guarantee you that. But they had things like that. They had a massage room. They had these really cool, weird you know weird things, you know And we cater lunches every day and we had really great benefits and all that stuff and that was interesting there And then I was like lower my bills and then on the other side were for my space

It's like my space blew up really fast. So people just really wanted to be part of rocket ship, you know So you could be a rocket ship and people were attracted to your energy because you're crushing and people always want to be part of a rocket ship. So you could be a rocket ship, and people are attracted to your energy because you're crushing, and people always wanna be part of something that's crushing, or you could be part of a company that's got a lot of perks and a lot of really interesting things, you can attract employees that way. I always feel that the CEO and the executive team

should be able to illustrate the core values of the business and the mission really well, and that can attract the right people. Initially, we have a lot, we always had really pretty deep interviewing strategies. So we did like seven interviews for a lot of candidates and that we'd find the right people. We use Craigslist a lot back in the days,

and there are a lot of recruiters that you'd hire. We hire recruiters in-house. We generally would hire recruiters in-house. We generally would hire recruiters in-house and that would be the best way to attract talent. But typically we'd go after competitors and people that work for competitors that have a track record or people that have existing experience

in the same industry because we really don't wanna pave roads again and teach people the whole framework of the business because we wanted to run fast, right? And when you want to run fast, you want to hire somebody that knows what you do already. So with both those companies, they both eventually had exits. How do you know when a company it's time to pass it on to either a private equity group, a venture capital firm, a competitor? How do you know when it's time to make that sale?

Well, there's two states of mind. One person will say, and I've talked to a lot of CEOs because I'm in these really awesome masterminds that you created in that keynote at some of those. So it's really exciting. So I met, you know, we were mentoring these seven-figure and eight-figure company CEOs for years and, you know, they had asked the same question, when is it time? A lot of times people say, you know, when you hit this Apex or when you hit this wall of revenue and you need more financing or something instead of raising financing You could sell the company. That's one but I like the other side when you're when you are in rocket ship mode And when you're growing as fast as or faster than you ever have

I think that's a good time to consider a sale Because you're adding a lot of value to someone by giving them a rocket ship instead of giving them something that's potentially going to become stale over time. So as you go from lower my bills to MySpace, why decide to, you know what, I'm going to instead of being an executive at this huge company, decide to become an entrepreneur. I'm going to start up this business to help facilitate for MySpace. You know, it's a natural progression. I didn't anticipate doing that for, you know, it wasn't my like mission in life.

It was really, I saw an opportunity and I had the experience and background. I built self-serve kiosks and monetization solutions. I was head of business development and revenue at Lower My Bills. So I did that stuff there and I did really well and it monetized well and it drove it to, you know, over a million dollars a day in revenue. And then at Myspace towards the end, I was tasked with something similar. We had seven billion ads a day and we needed to build a self-serve platform. It was called My Ads and I had a lot of input

on that as well. So from that standpoint, I saw the opportunity and I said, you know, there's another way to monetize this better and I know how to do it. So I'm going to leave and I'm going to start this business. I didn't voluntarily leave. We got left at the end of that because the contracts expired in 2008 and it was time to go at Myspace.

We had a run and now Rupert Murdoch continued destroying the business and he did. And then so we started doing whatever we all needed to do. A lot of us retired. But I said, there is a huge opportunity here. I have the experience. Let's build a business out of it. And that's what I did. And within 60 to 90 days of starting the business, we started to crush.

So it was a good opportunity. And then from there, I learned a lot too. I always look for places where I have some intelligence, when I have some experience, and I can see an entry point, I can add some value here. My whole mantra in life is about adding as much value as I can to every customer, client, relationship, partnership, friendship, you know, whatever it is, as much value as you can add without expecting a lot in return. Now I don't look at it like, hey, what can I do to make a bunch of money?

What can I do to add a bunch of value? And where I can add value, eventually I'll become valuable. That's really the key. That's why I've been able to win so much. So these companies have exited and you start to build some personal wealth. How do you decide what the heck to invest into? You could do stock market, real estate, some cryptocurrency, etc. I remember you were doing some really cool houses and you were remodeling some houses.

How do you decide what to invest into once you start building some capital? So you look at your business, right? So if you have a, you start generating revenue, you start generating business for yourself or some sort of asset, you know, like some personal net worth and you start looking at opportunities and I get this all the time, like where should I put my money? Yeah, crypto, altcoins, like real estate, like what should it be? Well, you start looking at the returns. Now I, you know, we've, we've been in

crypto. We've, you know, we've done, I've been in crypto since 2014 or 13, and I bought a lot of stuff then and never sold any of it. So it just kind of sits there. I never looked at it as a revenue stream. Then the investment side, you got three things, right? Yeah. One, you got to generate revenue for yourself or generate income. Second, you got to save and third, you have to invest it, right? So, and that's really, it really is that the investing side should not be something that you depend on in terms of income. It has to be something that if you lose your fund, if you generate income from that, it's fantastic. Now, the rate of return, I weigh everything to looking at like Bitcoin and looking at real estate investments and other opportunities, even my own. So I could go out and raise money for my business or I could take my own cash and turn it. And what kind of return do I get from my own business?

What kind of returns am I getting? So for the last few years, my business, my personal businesses have been returning me much more cash than anywhere I can put it. So I've been just investing in my own business, you know, from that standpoint. Now, you should diversify for sure. I have real estate portfolio. It does well, but it's not typical. It's not what most people have in real, in terms of real estate.

They're not leasing out their property, they're leasing out their properties for long term. I do the exact opposite. I run my real estate portfolio like a hotel. We rent them out every single night, short term rentals, and I return a lot more profit and revenue that way. It's just been a better business for me from that standpoint. So, you know, it's a bit different for everyone, but I look at it very differently. So what about investing into yourself,

into your health, into your mind? What about that part of it? So we have coaches for everything, you know, and it's kind of funny because people are always hiring us to coach them into something and some sort of consulting, and we have the experience, so why not, right? We've done some things and we've been successful at it, so we are qualified to be a consultant, right,

or you know, a coach of some sort, right? So it's fantastic. Now, who got me to where I am today? A bunch of different coaches and mentors and people that have been really successful at what they've done. I have a book, it's called Winning by Osmosis, and it literally talks about how you should be aligned with people that are bigger than you,

and very specifically aligned with people that are better than you at the exact things that you want to be good at. Now you and I have been doing this religiously forever. We literally align ourselves with, I want to be really good at short term rentals, so I'm going to go find the guys who are crushing it and I'm going to try to add some value in their lives and align myself with them. Now whether it is some sort of an exchange and I'm mentoring them in something, they're

mentoring me in something, or I'm paying them for their time to coach me, it is critical. That is, I would say, we spend a lot of money on coaching ourselves, a lot of mentoring and coaching, whatever it is. Our time is money, whether I'm contributing my time to add value to somebody's life so they can teach me the game or I'm literally paying them. But I would tell you that that is the fastest way to get in any game and win. The end win part is the most important part. So as you're building up your business, you had the decision to decide to go public

and also kind of like a roll up and pick up some other companies along the way. Why go public? What is the benefit of going public? Sure. So this is funny that Dan asks me this because he's the youngest guy to take a company public in history and he told me not to do it long time ago but I did not listen to him and I don't know if I should have listened to him at this point but I will tell you one thing. I'm going to do it again because we have this unique talent and not a lot of people

do taking company public, going through the fire, walking through coals. It's like not Tony Robbins schools. The coals are actually on fire. You're walking through that and then, you know, you're somehow you feel accomplished, even though you get beat up every single day, you feel really accomplished. It's really hard to do. But you do gain this thing called the accountability, which is like unparalleled.

No one has the kind of accountability that we do because of Star Bane's Oxley and Sox Compliance and all this other stuff and auditing and everything else. So it's really interesting. But to answer your question, yes, I would do it again, but I decided to do that because as a gentleman who taught me the game, he taught me how to acquire companies without any capital,

without any cash at all, selling a dream. And he had the biggest dry cleaning operation in history. It was called US Dry Cleaning. He did a big roll up and then eventually did dry cleaning. I mean, eventually did Grilled Cheese Truck. You know, yeah. So anyway, so he needed some value from me. So he wanted me to help him market a grilled cheese truck.

And so he came to us as a client and I learned everything from him. And he taught me how to sell a dream. And basically what it was, was basically I was acquiring companies that are, sorry, LA Times article about this many years ago, but I acquired, I rolled up $100 million worth of tech companies for zero cash. And I did it with selling a dream. So I went to these companies, these startups and a variety of different companies for zero cash. And I did it with selling a dream. So I went to these companies, these startups, and a variety of different companies,

and basically said, hey, we're looking to go public. We're gonna roll this whole thing up, and all of us are gonna share the upside in a public exit. And it worked, and it did really well. So without me being able to go public, selling the dream to acquire anything that was private is kind of impossible because they don't have the ability to liquidate their shares whenever they want to, right?

So, there is a purpose for that and a world for that. A lot of times people prefer to stay private. There's some really huge businesses that are private that will never go public, which, you know, they'll be a right fit for that too. But yeah, we ended up going public and I learned a lot, got my ass kicked a bit, you know, and then we won and then, you know, lots of things. You know, it was pretty crazy. But I did learn one thing that was really great was when you're public, you can raise

money in 24 hours, which is you can't really do that in a private business when the markets are weird. Whether markets are weird or not, if you're trading and you have a share price and you have some volume, you can issue shares at a small discount to a broker and you can raise as much money as you want overnight. You know, which is kind of crazy. You can have an ATM machine at the market facility and you can literally issue yourself shares and liquidate them on market, which is really crazy.

So to go public, it's a lot of work. I know how to do it. You can reach out to me, you can hire me. I'll teach you how to do it. And there's lots of alternative markets too, like Australia, Canada, Frankfurt. All those markets are great. And then you could graduate pretty quickly

within three to six months to the NASDAQ. That's also very easy too, instead of filing an S1 here to go public here. But yeah, I mean, it's great. I mean, I think that a lot of companies that are going public would not be able to survive. They're going public because they're trying to survive. They're going public because they're almost dead.

That's what happens a lot of times. And so it's a way for companies to survive through a bunch of painful times. So as you were scaling the tech company, one of the biggest focuses was on paid media, you know, eyeballs, click through rates, getting impressions, serving people across the top 500 websites in the world. Why should brands invest in marketing through that format of, let's call it the top 500 sites, why should they be buying ads there?

So that's a great question, and that was part of my pitch too, because everyone's buying media on social media, right? So you have social media and you have saturation, you have bad days, and a lot of people have a lot of bad days, and so it's kinda like, my CPMs are really high, my click through rates are really low,

and conversion rates are really messed up, and I can't spend a lot. These are all typical conversations with the buyers that are buying social, right? So buying Facebook and Instagram and even TikTok and other platforms. They have this like, it's variability and inconsistency and things like that. But hey, that's just one world, right? That's one world. How about this whole other world that exists, one world, right? That's one world. How about this whole other world that exists, the apps? There's so many, there are millions and millions of apps

that are great places to buy media, like ads and a variety of different types of placements. Also websites, crushing still, web still crushing. You could buy, you have like supplement products and diet products and whatever you have, skincare. You could buy literally on the exact type of sites that you're marketing, the kind and whatever you have, skin care, you could buy literally on the exact type of sites that you're marketing, the kind of products you have. Websites like WebMD and so many other places, there's so many sites.

And I would say that that really diversifies your revenue stream because you're not relying on the walled garden, which is Facebook and the other places, not relying on them. You could distribute your spend across 50 different places. If five of them go down, who cares? It's not gonna really affect your revenue as much. So, it's for whenever you have a distributed revenue model, meaning your revenue's coming from a lot more than 10, 15 different places, meaning the ideal situation

is never have a client or a revenue stream or a marketing source that's generating more than 10% of your revenue, right? And if you do, then you're going to wake up fucked one day and you're going to be like, fuck, I lost half my revenue. It's like, dude, this is common business sense. All these guys that end up building businesses and stuff and skipping college and skipping business school and all this other stuff, you get really lucky and it's really great. But fundamentally, business school will teach you that you never, you never live in a moment where your revenue stream is distributed anywhere more than 10%.

You're fucked. So for these large companies, like household name brands, why is it important for them to still be marketing when you're McDonald's, Coca-Cola, Netflix, like why should they still be spending money on ads? Relevance, right? So we like stuff that's relevant to the culture. I think there's a lot of products that are consumed every day,

and it's not like a one-time purchase, right? You're gonna drink Coca-Cola every day, you're gonna drink, you know, like whatever it is. Ollipop is on fire right now, right? Not only is Ollipop great, not bad for you like Coca-Cola and all the other things, but they know how to market. They're marketing in all the right places, right? They're reaching the demographics that care about that stuff, you know? So how do you market, how do you like differentiate an Ollipop from a Coca-Cola?

What if Ollipop started marketing in all the places that Coca-Cola was? Those people would not care really so much because people that are drinking Coca-Cola, I guarantee they don't give a fuck about their health, you know, they don't really care as much. Drinking Coca-Cola, sorry, I didn't mean that. But anyways, but what I mean is, Ollipop has a very specific demographic. It's people that care about health, wellness, fitness, right? And maybe even spirituality. Those are the places that they're going to market and it makes a lot of sense, you know, from that standpoint. So they have to continue to market because you got gotta stay relevant,

you gotta spend the money, and if you could figure out how to track your revenue based on your marketing spend, then you can scale those marketing streams and you continuously have marketing pay for itself. But tracking is really key. So we're not talking about direct response marketing or ads or any of that stuff

that click through to a landing page you can buy. But you could do demographic, you know, reasonably on a reasonable level. You can put up billboards and TV and like whatever else you're doing in a specific region and understand, hey, we're spending X number of dollars in this region. This region is generating X number of dollars in revenue. If you basically understand that from that standpoint, then you can even mark, you can market anything Why do you think that corporations these brands should have a charity component to them I

Think it's a huge thing, you know from a from the standpoint of What's you know like from a moral perspective? I think that giving back is really key And I think the people the way people perceive it is really important. But I think the biggest part of this whole thing, and I'm sure Daniel will agree with me, is that understating, like the tracking of the marketing dollars, we need to understand where these charities are deploying the dollars or how they're spending them and how much of every dollar is going towards the good versus the management. You know what I'm saying?

So all that stuff is really key and I think a lot of us are scared of philanthropy because we just don't know where the money is going and it's very hard to understand. There's a dollar here and at the end of it we hear stories like we end up with like 10 cents, you know, like towards the cause and the rest of it is just all like managing and marketing and stuff like so we if we get a better understanding of that I think it'll make a big difference and I think the brands spending money or contributing money to these causes and they educate us saying that hey but it's like 80% of the every dollar is gonna go towards the good you know then it's like oh great

awesome that makes a lot more sense so even, you've been on the health kick, you've been very focused on it over the years, and now you're getting more and more deeply integrated. So let's say it takes another 100 years before you pass away. You're 140, 150, 160, 180 years old one day with your bionic arms and you're surviving on. But along the path, you take seven more companies public and you accumulate billions of dollars.

How do you determine how to split up that empire that you build cash wise? You know, it's an interesting question. And because I'm not the, you know, the living beyond, you know, the, the years thing, because I see that eventually happening anyways. And they're doing with cats, right? They can, a cat can live to like 35 soon with this injection, you know? It's really, it's kidney related. It's only a matter of time before they figure out, we'll be in like 125s and you know, before our lifetimes over or whatever it is. I'm not sure if that's a good thing or not, you know?

But I think that, you know, from the standpoint of like dividing up your, you know, your empire or your legacy at the end of it. I really, I don't really have a lot to say about that because I think that, you know, once you identify, it's kind of like going back to the last question, once you identify where the best places are for, you know, like the best, the, you know, most efficient, you know, efficient places to put the money in as far as like the most good will be contributed, 85% of every dollar is actually activated, you know, that kind of thing. Then you can figure that

out. But I think that from a legacy standpoint, it depends on everyone's family structure and who's left and all that stuff. But from my standpoint, I've done a lot of really interesting things about asset, I don't know if you want to call it visibility or protection and stuff like that. But a lot of it has to do with it. And you can be charitable causes yourself. And from that standpoint and structures and I own nothing myself and everything's in Cook Islands and and another Nevis Corp and stuff like that, you know, so, you know, there's there's there's ways to to make it a lot more Simpler and dealing with the taxes a lot more easier to if you keep the assets out of the country if they're in another

Another country that is you know, that is kind of shielded. So last question, we're going into a very tumultuous time for people's brains. The media is bombarding people with both sides of the political situation, wars overseas, there's a lot of picking and choosing sides and people are in this crazy mental state. A lot of times I've watched you at peace and calm in the chaos while there's a lot of noise and the world going around you. What could you say to people to stay calm in the chaos that's approaching to us at the end of 2024?

This is an easy one for me. Yes, I'm very peaceful. I'm probably one of the calmest people you'll meet. And I think a lot of it has to do with control, right? How much control do we personally have over a lot of stuff that's going on? I'll even give you another example, which is really close to home.

It's like, hey, I'm not a liberal, okay? And I'm not really, I'm not a Trump fanatic either. I'm like somewhere in the middle, right? Somewhere in the middle. It's a thing that we can't control in California, unfortunately, it's really weird. I mean, am I saying don't go out and vote? I'm not saying that.

I'm just saying that. Just be prepared for the outcome because California is a liberal state. It's a blue state, so it's kind of crazy. Things like what's going on in Palestine, what's going on in Israel, what's all that stuff, what's going on in Ukraine still, by the way. What's happening in Russia and Ukraine and all these other places. Hey, by the way, I was at every demonstration here in LA. You saw me with the flags, the Ukraine, when the Ukraine war started. I was in

Ukraine one week before the war started and then the war happened and it's very close to home for me because I have a pretty big team in Ukraine. I bought a company in 2015 in Ukraine and so these people are, you know, they're, you know, they're great. They're like family to me, you know, so I have a very close tie to Ukraine. But, you know, there's demonstrations and I went to all of them and we're all about it and pushing it all on social media and nothing changed, right? I'm not saying that don't do anything and don't voice your opinions and I'm not saying that.

I'm just saying that voicing your opinions and creating conflict and tension between Friends and local, you know neighborhoods and like communities is not the way to go because we do not have any Fucking control over any of this at all us demonstrating here all over LA for Ukraine for like months Not once did put in safe. Damn, there's Ted's over there in Beverly Hills. You know what? I gotta stop. This is embarrassing. Ted is judging me over there, you know, and his friends, those guys, they're, you know, I gotta stop. I gotta stop. You know, he didn't do that once. He didn't even know who I am, you know, like I was doing all that shit and give a fuck. So he didn't, it didn't affect the war in Ukraine at all.

Okay. What's going on with Palestine and Israel? I'm going to talk about something really, really controversial here. There's a cafe here called Moro's Cafe. Behind Fred Siegel, used to be Fred Siegel on Moro's. Great place, love the food. I still go there. Nobody goes there anymore because there was a lot of Israeli demonstrators, a lot of stuff going on over there because they got really upset that the owner was demonstrating in front of a place of worship, in front of a Jewish temple on a Sunday.

Jews practice, or they worship on a Saturday, not on a Sunday. What was happening there on a Sunday was an auction for land in the settlements in the Gaza, right? Which is an illegal auction by the way. And she was protesting that illegal auction and they got videos of her, you know, protesting in front of a synagogue, right? And they, they, those videos went viral. They went all over the internet and they came over there, death threats for her and they were protesting there and all this crazy, crazy stuff. They were threatening to kill her.

They were threatening to kill her employees. They boycotted the restaurant. They did all this crazy stuff. People were not going to the restaurant anymore. I still fucking go there, food's great. I will continue to go there because it's great. I'm not involved in any of that shit. Also, at the same time, what happened?

The war end? Because people stopped going to this restaurant? Did the war end? Did anything happen? Did the Israeli Prime Minister say, hey, you know what, good looking out, that's great, you know? Or did the Palestinians come and say something? No one said anything, because no one fucking, you know, like we can't affect what's going

on over there. We just don't have any impact it's their war we are entitled to have feelings about it we have friends that are affected by it personally because their families are affected by it I have friends in Israel and Tel Aviv I have friends that have family and you know and it's it sucks you know it really does but at the same time I'm not gonna create animosity with somebody who has another belief. I just don't think it's right because we can't make it, we can't affect it. Why create tension when we can't have impact?

Zero impact. That's a situation that has zero impact. So my position on that is don't fucking talk about it and get people upset unless it's actually going to make some sort of an effect or impact, you know, that's positive, right? So it's not worth it. Where can people find you on social? At Ted Skilla on Instagram, two L's.

All right, guys, the whole point of the Money Mondays is for you to have these intense discussions with your friends, family, and followers. We all grew up thinking it's rude to talk about money, and here we want you to have those discussions with the people around you because it's important. They need to know about salaries. They need to know about taxes. They need to know about credit. They have to have these discussions, and it's our job here at the Money Mondays and for

you at home listening to have those discussions. So if you can, check us out on themoneymondays.com, like, comment, subscribe, all those things, and we'll see you guys next Monday.