Episode Transcript
[00:00:00] Speaker A: Foreign.
[00:00:11] Speaker B: Welcome to the Victory Show.
What's up victors? Welcome to this week's Victory Show. If this is the first time you joining us, I'm Travis Cody, best selling author of 16 books and I've helped over 200 business consultants, founders and entrepreneurs write and publish their own best selling book as well. And in that journey, I discovered a really fascinating pattern. A lot of businesses hit a revenue plateau, usually around seven figures, and they struggle to break through it. So on this show, I sit down with some of the world's most successful CEOs, leaders and business owners to uncover the strategies they use to overcome those plateaus and scale their businesses to new heights. And more importantly, how you can do the same. So get ready for some deep insights and actionable takeaways that you can implement in your life and business. Starting today. Then today we have a powerhouse guest who knows exactly how to build, scale and market powerhouse brands in the health, wellness and beauty industries. Lee Feldman is CEO of Beam Light Sauna, a cutting edge wellness franchise that rapidly expands into 30 states.
But his expertise goes far beyond just one brand. He's been the driving force in the franchising world for over 15 years. He's helped businesses grow, evolve and dominate their industries.
Before leading Beam, Lee was the CEO and brand president of Bishop's Cuts and Colors, a unisex hair shop franchise that grew to 200 plus locations across North America. Now he originally joined as the CMO leading bold, innovative strategies before taking the helm as CEO. But his expertise isn't just in franchising. He also spent 20 years in marketing, PR, advertising, worked with global giants like Nike, Mazda, Warner Brothers, Lego, Google, where he focused on brand partnerships, activations and paid media strategy. So Lee's ability to blend creativity, business strategy and brand building has made him a go to leader in the franchise and wellness space. Today we're diving into his insights on how you scale brands, how you create magnetic marketing, and what it really takes to grow a business in today's competitive landscape. So, Lee, thank you so much for being here. I'm looking forward to our conversation.
[00:02:09] Speaker A: Well, thank you so much. And I'm going to tell you, I know you do publishing and interview folks, but I think you have a career in writing bios for dating ads. Because I've never felt so good about myself. Thank you so much for that introduction.
[00:02:23] Speaker B: All right, there you go.
That's funny. That'll be my new service. What do you do? I do books and dating profiles.
[00:02:30] Speaker A: Yeah, I mean, way to hype people up. I appreciate it.
[00:02:34] Speaker B: So we were talking a little bit earlier, and as a business owner myself, you know, there's always this.
I'm trying to see what's a politically correct way to say this. There isn't a. I just. Entrepreneurship for some people is a sickness. It just infects you at a young age, and you never get rid of it.
For me personally, I had a grandfather, was an entrepreneur. I was doing a lot of stuff. I was younger, and we were having that conversation. I asked you specifically, did entrepreneurship choose you or did you choose it? And it sounds like it shows you. So let's just share some of the stories you shared with me about what it was like when you were younger.
[00:03:12] Speaker A: Yeah, I think it was genetic. My father is the associate dean of a business school, so definitely.
[00:03:16] Speaker B: Oh, it's in the genes then.
[00:03:18] Speaker A: Yeah. You know, I'd ask for allowance, and he'd say, build me a compounded annual growth rate as to what you're going to do with this investment that you make related to the dollar you want for this week for cleaning the toilets for your chores. But, yeah, I was certainly one of those young entrepreneur hustlers. I was selling candy, as I told you. I was making yaka soba noodles at home using all of my parents pasta noodles, taking that in a Tupperware container, selling them at school.
In high school, I got a group of 35 people to all chip in $75. And I rented an apartment in high school that we all could go to and party at any time. So any way that I could find a way to, as a group, make money.
[00:03:59] Speaker B: Who rented an apartment to a high school kid? They didn't care as long as you had the money.
[00:04:03] Speaker A: Uh, it was definitely one of those apartments. They did not care. And we had the money. That is for sure.
[00:04:09] Speaker B: That's hilarious. So when you got out of high school, like, did that dictate what you then decided to do? Like, did you decide to pursue business? Or were you like, I'm gonna go do the traditional route? And it still just kept kind of pulling you along?
[00:04:23] Speaker A: No, that's a great question. I was definitely still following my father. I was interested in education.
You know, I was thinking about becoming a teacher. I'm sad to say to all former teachers out there. I, you know, was once a teacher. And then the business part kicked in where I said, while you can do well while doing good as a teacher, I'm not going to do as much as I want to get to where I want to be. And so I left to enter into the business and agency world for marketing and pr, but teachers keep teaching.
[00:04:55] Speaker B: Was there, was there anything specifically with marketing and PR that appealed to you? Because I know most of your background over the last 20 years, you've spent quite a bit of time in marketing with little like I'm calling hiccups of pr.
[00:05:08] Speaker A: Yeah, absolutely. I mean, I think it's the interest of how to tell a brand story, whether that's through product or personality or process that brings somebody to you. I mean, you know, it's that joke of it's easier to sell a product to your clients than to sell clients on a product product. So I'm fortunate that I've always worked with big brands that were coming to us to say how can we invest in getting in front of our current consumers or new consumers for whatever this item is? And where I started really was in experiential marketing. So that was the fun part of brand saying, look, this is the budget. What would you do that makes a splash for earn media, earn PR and gets people to really get their hands on this item so they can touch it, feel it and experience it. And I had a blast doing that. In some ways I would go back into that world if I could. Working with brands, creative directors.
[00:05:57] Speaker B: What were one or two like really cool experiential things you guys put together?
[00:06:01] Speaker A: Oh, I mean probably some of the last minute guerrilla campaigns where a competitive brand was having a shareholder conference and you'd want to do something to disrupt, but really the things that highlighted a market. So I really enjoyed working on LEGO campaigns for New York City.
We created a total going down the word where you go and you find clues, a treasure hunt across the city where people were rushing to then be able to earn the opportunity to buy a specific limited New York City LEGO kit. So we sent them all around, finding facts, answering puzzles, trivia games to meet other Lego representatives. We worked on some stuff for Rockstar, video games for Grand Theft Auto. I mean the amount of campaigns and things I can say I was able to work on that were so much fun, easily in the hundreds, really an incredible time in my career.
[00:06:51] Speaker B: That's fun. You know, I was just at a marketing conference a few days ago and there was a guy telling me a story where his company, I don't remember the specific niche, but he wanted to be at a big convention for something and the person putting the convention on was like, I'm not going to let you in because he viewed him as a competitor.
Now There was like 300 booths at this convention, right? So it's not like.
And so most people would have been like, oh, that sucks. So what he did is he knew there was going to be 7,000 people at the convention, and he got, like, a booth or he ended up basically rented out a big suite, and he. He spent all of his money on advertising going, this is the party for people at the convention.
And then people, like, 6,000 people came to his party, and he handed out T shirts, and the whole front of it was basically his brand. And there was a bull, and the bull was peeing on the brand that was putting the convention on. And then he said, hey, my guys are going to be walking around the convention tomorrow, and when we see people with T shirts, we're going to be randomly handing out a thousand dollars.
And so the next day at the convention, there was 6,000 people wearing t shirt. The guy was like. And he said, the funny thing is, is he. If I would have.
And then the thing. He's like, I wouldn't have had it. But that forced him to do something really creative and ended up doing a kind of.
[00:08:13] Speaker A: Oh, I love that.
[00:08:13] Speaker B: Yeah.
[00:08:14] Speaker A: We did something very similar.
Skywriters hiring models to sit at the pool handing out towels.
[00:08:20] Speaker B: Wait, that's a real thing?
[00:08:21] Speaker A: Website. Oh, yeah.
[00:08:23] Speaker B: What brand was that? I want to know. That's hilarious.
[00:08:25] Speaker A: Sadly, it was a printer company, and I probably shouldn't say more than that.
[00:08:32] Speaker B: My brain's like, how does. What does printers and swimming pools have to do with anything? So.
[00:08:36] Speaker A: Well, it was where the convention was held. We found out who was attending.
We sent them information in advance that we'd have car service for them. So we had a brochure for the competitor in the vehicle. We had people strategically arrange for breakfast in the morning with the same brochure to give people information to basically move to the competitor.
[00:08:54] Speaker B: That's hilarious. So what's the going rate for a model at a pool these days?
[00:08:59] Speaker A: These days? I don't know.
[00:09:01] Speaker B: Back then, 100 bucks.
[00:09:03] Speaker A: It was a couple hundred bucks. Fortunately, we were able to work with an agency that was able to staff it for us.
[00:09:09] Speaker B: Sounds like a horrible job. We're gonna pay $200 to be in a bikini and hang out of the pool. Yep.
[00:09:13] Speaker A: And hand these guys that come up to sit next to you. Not even. Not even necessarily to talk to you, but just to sit near you because they need a seat. And we had you all taking up every seat at the pool to then hand them a brochure or give them a towel at a website link to talk about the competitor.
[00:09:30] Speaker B: Everything is Marketing, I love it. Everything.
[00:09:33] Speaker A: Absolutely.
[00:09:34] Speaker B: So how did you. How do you make the leap from experiential experiences into the barbering space, the hair, the cut and color space? How did that.
[00:09:45] Speaker A: I left the agency to work on the client side working with Google. And from Google, I was recruited to be the CMO for Bishop's Cuts Color. And so it was mostly a need.
[00:09:57] Speaker B: I think you're the first person I've heard that's actually was poached from Google for something else.
[00:10:02] Speaker A: Yeah, I mean, I was really excited about the opportunity. I was doing a lot of travel at the time. I think I had two kids, now I have four. And my wife was asking me, do you plan to be a presence in these children's lives? And so I met the CEO of Bishops at the time who of course said, no, you won't need to travel at all.
I signed the agreement. Three weeks later, I was in San Jose helping opening a location and was on the road quite a bit after that. But it was a great experience. I mean, everything from radio advertising, paid media, social strategy, digital strategy, offer walls, anything to get people in the door to a brick and mortar, and then obviously focusing on the marketing or sales experience once they're inside to get them to be retained and come back.
[00:10:44] Speaker B: So what's fascinating about that journey too is you started as a CMO and then eventually you were offered the CEO position.
So let's talk a little bit about on a leadership standpoint, like, what were the adjustments that you had to make to go from just having a department to running all departments?
[00:11:01] Speaker A: Yeah, I think it's just a matter of exposure, experience, and then understanding the breadth and depth of certain things. On the marketing side, I had been aware of some of the things for compliance law that didn't mean that working for a franchise business. I understand franchise disclosure documents, franchise agreements, state filing, registration states, all of these things. So it was a crash course. And I was fortunate that the other people that I worked with, whether internally or outside vendors, were incredibly patient with me and saying, this is what you need to know. This is my suggestion, this is the opportunity. Let's walk through a proposal together.
And I feel like I learned a lot rather quickly and obviously I'm still learning. Even having been exposed to the franchise space for now 17 years, there's still stuff I'm learning, but I believe that the being thrown into the deep end was a valuable lesson. I don't know if it's the right way for everyone. I'm sure there were many more mistakes that I Don't even realize that I made during that time. But obviously getting a crash course again on the financials, the legal compliance, the art direction, the advertising, the pr, the technology, all the things that everyone was doing opposed to just me. Our marketing team in the marketing silo was great. And having come from the agency side, I felt fortunate enough that I had been in a position where I had managed multiple teams that were doing multiple things. I understood Gantt timelines for key stakeholders and all these things that are necessary when you're talking about the actual day to day operational piece of managing a group, how to check in on things with hard touch points and soft touch points. Just even the texts saying, hey, I'm thinking about you, just wanted to check in, is everything okay?
Hey, I heard about this. Those are the things that I think people forget about in leadership and I still to this day forget because you get so bogged down in the hard tasks of I need to check this off, I need to move this forward, I need to keep the momentum going. And so I don't know if I was as prepared as I would have liked to have been stepping into the CEO role to really manage the people process as much as the actual business process at the time.
[00:13:10] Speaker B: So it sounds like the more surprising part for you was the amount of sort of people aspects to running the business where it's easy to get caught up in the like just the day to day mechanics of the business. But a lot of what's driving the mechanics is people.
[00:13:24] Speaker A: Yeah. And especially experts. I mean they're high caliber individuals that have risen to the top or have been placed in the top or promoted to the top or poached to be in that position at the top for the network and you're working with them and you obviously do not want to be the red tape or the hindrance for them to complete what is needed on their side. But you also have to run as a team. I think a lot of the business that I'd seen previously working just as a CMO and again only thinking about my silo, you think of it kind of like a relay race. You're handing the baton to the next person they're running. You don't really know the direction it's going, you're not as invested, you're not brought in and you just go, oh well, I completed it, our team sent it off, our job is done. And now I realize it's not a relay race, it's really more of a Tour de France team where you're all cycling together. One person's in the back and drifting and they move up to the front, but you're still all running or pedaling the race together.
[00:14:19] Speaker B: So what were some of the unique challenges then working with? Because obviously, you know, you're in the franchise model, so you've got, you know, 200 franchisees, so you got your core team of people that's facilitating that. But how did the, like, what were the challenges of leadership? Because you've got both, right. You're working with the franchise owners and franchisee owners, plus your own team.
Did that provide. Did that create any challenges?
[00:14:45] Speaker A: Yeah, the challenge is scaling and really keeping that culture process at heart. A lot of those folks that brought on and we joined a platform with over 200 locations in total.
But you realize the people that had been there from the beginning, they had that individual touch point. They have your phone number, they have your email, they want to call, they want to text, they want to do those soft things to check in so that you check in with them and give them your time. And obviously, when you're doing that with 200 people, it's a little more challenging. And that's the part I think you have to be really cognizant of as you grow, is making sure that those relationships and your reputation, if you're no longer able to keep those relationships up, stay intact.
[00:15:27] Speaker B: So with.
You had the unique experience with. With the. The Bishops to be able to scale and eventually exit. So can you talk a little? At what point did you know that you wanted to build towards exit? And then once you knew that, what were the things that you had to do to actually get ready for that? Because I know, I know there's most people listening to the show, a business dream of I would like to build in an exit. Right. But 99% of businesses are never going to do that. So you have a really unique perspective I'd love to just chat about a little bit.
[00:16:04] Speaker A: Yeah, that's such an amazing question. And I still am able to remember the numbers from attending a conference from the private equity group that we sold to after I had been part of Bishop splitting the franchise and corporate arm to sell one to a PE and one to a vc. But when we sold and I stayed on with the VC on the franchise arm to a PE group, I attended their annual leadership summit. And I still remember from the year before, they looked at 5,329 deals. Their deal team approved 16, 17 of those.
Of those 100, and it makes the math easy. 100 made it to the LOI stage 67 signed to the LOI and 46 of the original 5,329 deals actually funded.
So when you talk about getting to the finish line, you are talking about an incredibly low percentage for just that fund that I talked about.
So when you ask the question of what did you need to do get ready, there is so much related to the ESG part.
Diligence, data room, financial planning, package, modeling contracts, everything that they look at, security deposit, I mean, literally everything.
When we closed, a partner said to me, congrats, you just completed the easy stuff.
You think you know your business now. You're now going to know it better than you ever have. And I said, what are you talking about? We just went through this sales process that was ridiculous. I know every single thing that you could possibly ask me. But I can tell you the next six months, as we talked about pivoting, change of strategy, investment breadth and depths of services that we offered, I began to know the business even better than he had discussed. And he was right. Because it's no longer thinking about what your business is doing where you know it. It's now thinking about what your business is going to do that you maybe haven't even thought of. And going back to the agency world, and now with a new financial investment partner or Growth Acceleration Capital Group, it's the same thing. And I'm reminded of when our agency pitched Red Bull and we said, here's our ideas, here's the programming concepts, and they go, we just put a guy in space.
Think bigger.
And that's the part that you have to be prepared for on the deal. Yes, you need to know all of the numbers. What's your compound annual growth rate, as I kind of touched on earlier? Yeah, you need to know those things. You need to know the forecasting, the modeling, the trends, what are your competitors doing?
But you also need to go, hey, dream scenario. If you actually open your checkbook, what are we going to be doing?
[00:18:45] Speaker B: What's interesting? So I helped a client last year with this book, and he's the CEO of a company, I think they did $130 million last year. So, you know, so okay size business.
He had the opportunity to spend 20 minutes with Elon Musk. Uh, he was in Austin. Somehow he made arrangements to get a personal tour of the Giga, the Tesla factory, from Elon. So he, you know, the 20 minutes was, Elon's going to walk with you from one end of the factory all the way to the other end, and you get a chat with him. And I said, well, what was your biggest takeaway? Having spent 20 minutes with Elon. And he said, my biggest takeaway was, I am not thinking big enough in my daily life.
[00:19:24] Speaker A: Yeah.
[00:19:24] Speaker B: I was like, this is a guy that's running 120 million a year company.
And that was his takeaway of, like, you spend 20 minutes with Elon and just listen to what Elon is going to. And you're going, I'm not thinking big enough. I need to think bigger. So that's. That's an interesting insight from the marketing space.
[00:19:41] Speaker A: Yeah. I'm curious what the question is yet. He asked to get me do.
[00:19:46] Speaker B: We didn't get into that. Next time I see him, I'll ask.
[00:19:48] Speaker A: Yeah. Because I sometimes am asked sort of that question, oh, if you could sit with this person, what would you ask them? And my response is always, you know, if you had five minutes with Warren Buffett or Jay Z, what would you ask? And my piece for marketing is always, on a scale of 1 to 10, how do you think you're doing in marketing? And it doesn't have to be 1 to 10. It could be 1 through 5.
The answer isn't the number. You could say 1 through 5, and they say 4, 3, 5.
The question is the follow up, because that's where people open up and you go, what do you think you could be doing to make it a 10?
And that's where they start getting in to the real meat of the response. And so I've always thought of that related to when people ask me, oh, if you could meet Warren Buffett or Jay Z, what would you ask them?
[00:20:35] Speaker B: That's a good question.
Now I'm rethinking all the questions I was going to ask you.
All right, so with Bishops, you exited and can you split into two? Right. So that's. And you went with a new company, and then that new company also exited.
[00:20:55] Speaker A: Correct.
[00:20:56] Speaker B: So you did a double exit in, like, what time frame was that?
[00:21:00] Speaker A: It was in 54 weeks.
[00:21:05] Speaker B: So did you have a period where you're like, I don't want to ever look at a financial sheet ever again. Leave me alone.
[00:21:11] Speaker A: No, never. Like you said, entrepreneurship's a sickness.
It's a bug I can't get rid of? No. I stayed on with the vc. I loved his strategic vision. I loved what he was doing in my diligence and speaking with people that had worked with him before. One thing somebody said about him really stood out, and that was, he will lead you to the promised land.
So I felt good staying on as the CEO, to work with him. And he said, look, I'm going to sell this thing in 52 weeks in one day. And ended up being about 54 weeks. And then closed on the funding 56th week.
[00:21:43] Speaker B: I mean, how cool is it, though, somebody so good at what he does in terms of this. Of buying bill, you know, buying, building and selling, that he's got it down to that much of a process.
[00:21:53] Speaker A: Like, I buy something, he's got a playbook. He has an investment thesis. It's something that, you know, other funds run as well.
He does it because of reputation and relationships and the people that will come along, knowing that they can maybe take less upfront that they might request for the work they're doing, knowing that in a year there's payment on the back end. And he's built a team that will follow him to the ends of earth to work on projects with him because he's so successful at it.
[00:22:19] Speaker B: Wow, that's pretty amazing. All right, so where does the pivot from Bishops cuts and colors?
How does that turn into beam lights.
[00:22:28] Speaker A: On a. Yeah, I mean, I was done with Bishops. You know, my time with private equity and that platform, they said, you know, thanks, we're done July 1st. And I was.
[00:22:39] Speaker B: Did you take some time off just to enjoy your family?
[00:22:43] Speaker A: Not as much as I should have or could have, but I think I spent enough time to my. Where my wife was going, stop touching things in the kitchen. Get out of here.
So come September, when I was given the call to see if I wanted to join beam, I think she was happy to say, please go.
[00:22:57] Speaker B: You were on the phone and your wife grabbed the phone and was like, is it.
[00:23:00] Speaker A: Yes.
[00:23:00] Speaker B: He says she's available.
[00:23:02] Speaker A: He's available.
Yeah. I was ready to take on a project. I mean, I think I'm fortunate enough to be in a position now that before I join anything, I can ask the question, would the world be a better place if more of these existed?
And I feel confident in saying that the world would absolutely be a better place with a beam being in every city and every town and every.
[00:23:22] Speaker B: So let's talk about beam.
So what's the sort of the origin story for them and what makes the beam technology better than, you know, everything else is out there?
[00:23:32] Speaker A: Yeah, absolutely. The founder began it because her daughter was unfortunately diagnosed with Lyme disease while in college, and she just was unable to really get out of bed. And she saw every doctor, every specialist, and somebody said, you know what? You should try infrared.
And she tried it, and it was an immediate change. And she does it daily and says, if I don't do it, I feel the difference.
And so the mom, being a parent that cares a lot about their children, which is not me, you know, said, I'm going to start this thing, we'll get one and then I can turn it into a studio. And so she built a studio. Other people in the community wanted infrared, they wanted red light therapies, they wanted chromotherapy, other light modalities. And then people in the franchising space came to her and said, let's partner and grow this thing. And it took off and Beam is now in 41 states.
[00:24:21] Speaker B: Wow, what a remarkable story.
So what are the, what are the. Where. Where are you at in terms of like, you know, employee size and what are. You're in 41 states. So what does the next three to five years look like for you guys?
[00:24:36] Speaker A: Yeah, so we actually were just acquired last Friday, another acquisition.
So we feel very good about the growth capital partners we've like, that's three.
[00:24:45] Speaker B: And what, three years?
[00:24:47] Speaker A: Yes, it is, it is.
[00:24:50] Speaker B: You should write a book about just what it, what it's like to go through an acquisition.
[00:24:54] Speaker A: At this point I probably would be able to, but yeah, I, you know, well versed, not necessarily always by choosing. You know, I think sometimes founders want to sail off into the sunset and want to take some chips off the table and want other people to take things on to bigger and better while also maintaining their equity piece to have a second bite of the apple, as they say.
[00:25:16] Speaker B: So did with, with, with Beam was again, was it sort of like bishops? Was it a sought out, like you hit a point where it's like we should look for acquisition or did somebody come in and say, hey, are you interested?
[00:25:27] Speaker A: Yeah, a combination of both. They had been looking at this because the two other partners that came into the founders to create it into a franchise model are well versed in the franchise space. They've had many successful exits. They're the ones that should write the book on the exit. I'll just put my name on the bottom with a forward part.
[00:25:46] Speaker B: Were you working with the same equity team that you worked with a bishop, or is this completely different?
[00:25:49] Speaker A: I was not completely different. And so, you know, they knew if we got it to a certain place we would be able to entertain offers. The group that came in is one that traditionally buys baby brands. 5 to 15 locations, is able to bring them under a shared service model for their platform and then really sell and grow it.
And so we were almost too big, but they wanted the concept of beam because of what beam does and what we've introduced to clients now with Green Light Therapy and Blue Light Therapy, to really say, we want this brand and we're willing to very much overpay for it. So the question is not why did you sell? The question is to them of why did you buy and why did you pay what you did? And their answer is, we really believe in what beam is doing.
[00:26:37] Speaker B: All right, now, I know this is going to be off topic, but you got me curious now. Red light versus green light versus blue light.
[00:26:43] Speaker A: Yeah. There are fantastic things for all of them.
Red light is going to help inflammation, it's going to help cardiovascular health. You're going to feel better, it's going to provide mental clarity, you're going to sleep well.
It also is going to help with skin healing, especially if you've had large wounds, scar tissue, things of that nature. Fire burns. Green light is fat cell reduction. It is in place of GLP1zozempic.
[00:27:16] Speaker B: Come on.
[00:27:17] Speaker A: As the play is, you can lose 6 inches of body circumference in six sessions over six weeks.
And the data is there.
[00:27:24] Speaker B: I'm laughing because my brain is like, how is this even possible?
[00:27:27] Speaker A: Yeah. And for people that are not like me, that really don't have fat to lose, it's a great benefit. If you experience migraines and then Blue light is bacteria, acne, skin, especially if you're doing full body coverage back acne.
[00:27:44] Speaker B: That.
This is amazing. Now, I have so many questions about that. All right, let's keeping this on scaling. So over this next few years, you've just been acquired and you're in 41 states. What's the plan look like for you guys then to get into all 50 states and territories? I mean, what does it look like for you to go international?
[00:28:04] Speaker A: Yeah. And I don't even know if that's necessarily the plan. Our focus is obviously on increasing auv, so average unit volume for each of our stores. We want each of our stores to be above a million dollars. And so the question isn't really how do we be in all 50 states? It's how do we go to the places that make sense for our consumers and work with the operators we already have in our system to allow them to scale as business owners and investors to see the benefits of having 2, 3, 4, 5, 10 locations in their portfolio.
Obviously, for us, the scalability, it makes it easier to work with one owner that owns 10 than to work with 200 owners that each own one or 500 owners that each own one.
So, you know, we're about finding the right people for the right places, the right markets, timeline in the pipeline and the interest. And so when we look at keyword planner, looker and all the things that kind of chart out trends for us, we see the interest in green light growing dramatically. Blue light is certainly coming in for dermatologist recommendations, mostly in places where, as you said, the PC way, it's where people have their shirts off in the summer. And so somebody that has acne or scarring or skin challenges, they're looking at blue light as a solution so they can be out in the summer on a boat, in a park, shirts off, feeling good about themselves. And so again, Beam does infrared sauna, red light therapy, green light, blue light. We have other chromotherapy modalities that we'll introduce, but we are here pretty much to support from a service standpoint any ailment people are experiencing, whether it's autoimmune disorder, weight loss journey, or just simply to sit in the sauna and relax.
People ask me all the time, why should I go to Asana? What's the benefit? Why did you join Beam? And my response to them is always, hey, you're a runner. How fast can you run a mile? A lot of people say, oh, like, you know, 10 minute mile. I say, great, could you run a 10 minute mile for six miles at an elevated heat index internally? 105, 115, 125, 145 plus. And they're like, what are you talking about? And I go, well, could you just run six miles at a ten minute pace?
Most people say, I don't think so. And the ones that do say, yeah, sure. And I say, great, well if you did, how many calories would you burn? And people will have the wildest answers. I don't know, 20,000? A million people that know will go, oh, like 400, 450, I think 500. And I go, yeah, close to that, depending upon your internal heat. But you can come to an infrared sauna and you can sit and watch Netflix in a beam studio for 40 minutes and you can burn up to 600 calories just sitting and watching a TV show.
And that's when people say, wow, that sounds amazing. I'd like to learn more. And that's the benefit. I don't want to say it's for people that don't want to do the work, but we are here for anybody that is interested in improving their health and wellness.
[00:30:58] Speaker B: I love it. So since you're working. You've worked with so many franchisees. Let's talk a little bit about what's the difference between franchisees that sort of struggle with one store versus the ones that end up, you know, they start with a store but then they go to 3 to 5 to 10. Is there, are there traits that those, the, the ones that go on to have multiple franchise franchises end up that you notice that kind of stand out that make them be able to do that?
[00:31:25] Speaker A: I think it's a process driven person that understands operations, but also understands either how to not lose that personal touch point where they've created a name in the community and they greet people and they work and again, reputation and relationship, they either still work on that and do very well or they've trained people to do that for them and they've hired rock stars that let them represent the brand themselves. It's no longer this is the owner that's going to take care of you. We talk about the power of the I statement. Why should I go to beam, oh, I'm the owner, I'm going to take care of you. I want to hear what you think of it to then having a GM or regional manager that can manage that for them, that personal touch point is always so important.
You know, we joke, not joke about the idea of franchisees as chickens, pigeons or eagles.
You give them an operational playbook, you give them the tools that they need. Vendors training, all of these things, whether they choose to flap their wings and get off the ground is entirely up to them.
[00:32:29] Speaker B: Wow. This is fantastic. All right, I know you've got a hard stop, so I like to end every, every conversation with three questions.
[00:32:37] Speaker A: Oh, okay.
[00:32:38] Speaker B: Question number one is if you could go back in time and give your younger self one piece of advice, what would it be?
[00:32:43] Speaker A: And why you and your wife should maybe not have children?
[00:32:52] Speaker B: Okay. What belief or mindset shift has had the biggest impact on your success and your happiness?
[00:32:57] Speaker A: Is it important because it's measured or measured because it's important?
[00:33:01] Speaker B: All right, explain that.
[00:33:03] Speaker A: It's the idea of what are you placing value on and is it simply a data point or number that you think you need but don't and it distracts you from whatever is what your focus should be on?
[00:33:14] Speaker B: Yeah. In online marketing, I see that as when I've people have hired me to come in and help them with sales, copy and marketing where you look at them and they're really busy, but they're busy on like not doing anything. That's moving the needle.
[00:33:27] Speaker A: Yep. They're doing the work to show that they're working.
[00:33:30] Speaker B: What's the best investment you've ever made in yourself?
[00:33:33] Speaker A: Oh, sadly, having my wife and I probably have children.
[00:33:39] Speaker B: That's funny. I like it. That's a chiasmus. We got this front and start. So if people.
Somebody's listening to this, this conversation, they're interested in what you've been saying, like how can they find more about Beam Light Sauna? How can they get involved in that or check it out or learn more about that.
[00:33:53] Speaker A: Yeah, they can absolutely reach out to me on LinkedIn. It's Lee L E I G H Feldman F E L D M A N Everyone says, oh, just like Corey. And I say, yes, just like Corey. But Lee L E I G H Or they can find Beam Light Sauna. B e m light sauna.com.
[00:34:13] Speaker B: Love it. Lee, this has been a fantastic conversation. Thanks so much for taking time out of your day.
[00:34:17] Speaker A: Oh, Travis has been incredible. Thank you so much for having me.
[00:34:20] Speaker B: Cheers.
