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💰The $10 Latte Revolution: How ThumzUp Is Disrupting the $500B Global Advertising Business 🚀 · Financial Survival Network

• 0:00
  Speaker 1: Airbnb was able to create tens of billions of dollars
• 0:02
  Speaker 1: by democratizing hospitality. We believe there is a huge opportunity
• 0:07
  Speaker 1: for someone to make tens of billions of dollars by
• 0:09
  Speaker 1: democratizing social media marketing and advertising. You take a picture
• 0:13
  Speaker 1: of your latte and you're going to get paid ten
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  Speaker 1: dollars for sharing that picture or reel of your latte
• 0:19
  Speaker 1: with your friends on your social media and we pay
• 0:22
  Speaker 1: you through Venmo or PayPal. The Financial Survival Network now
• 0:29
  Speaker 1: more than ever, the Financial Survival Network.
• 0:35
  Speaker 2: And welcome. This is Financial Survival Network. I'm your host,
• 0:40
  Speaker 2: Carrie Lutz, and well got a really interesting company to
• 0:45
  Speaker 2: share with you today. The name of it is thumbs
• 0:48
  Speaker 2: Up Media and that's thumzupmedia dot com. That's their site
• 0:56
  Speaker 2: NASDAC symbol tzup with me?
• 1:00
  Speaker 1: Now?
• 1:00
  Speaker 2: Is there?
• 1:01
  Speaker 1: CEO?
• 1:02
  Speaker 2: Robert Steele? And I Before I start the interview, Robert,
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  Speaker 2: I just want to preface it. I looked at your site.
• 1:11
  Speaker 2: I looked at your concept of being able to effectively
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  Speaker 2: get your message out without having to go through a
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  Speaker 2: huge gatekeeper media concern where you pay a lot of money,
• 1:23
  Speaker 2: you waste a lot of money. And I think it's brilliant.
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  Speaker 2: On that note, tell us exactly how it works and
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  Speaker 2: where you're at in the process.
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  Speaker 1: Sure, thank you, Kerry, great to speak with you today. Yeah,
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  Speaker 1: So we believe that there is a need for what
• 1:42
  Speaker 1: we think of as Uber for advertising. So just like
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  Speaker 1: how Uber was able to create tens of billions of
• 1:49
  Speaker 1: dollars in value by democratizing ride sharing, and similar to
• 1:52
  Speaker 1: how Airbnb was able to create tens of billions of
• 1:55
  Speaker 1: dollars by democratizing hospitality, we believe there is a huge
• 1:59
  Speaker 1: opportunity for someone to make tens of billions of dollars
• 2:01
  Speaker 1: by democratizing social media marketing and advertising. And that means
• 2:05
  Speaker 1: opening it up so that everybody can participate and everybody
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  Speaker 1: can make a little money. So with that concept, we
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  Speaker 1: came up with the thumbs Up app. It's currently in
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  Speaker 1: the Apple App Store and it's in the Google Play Store.
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  Speaker 1: So we have more than a thousand advertisers on the
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  Speaker 1: platform where people can go to one of our advertisers
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  Speaker 1: and they can get paid to make a social media
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  Speaker 1: post to their personal friends to the thumbs Up app. So,
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  Speaker 1: as we were talking about just a moment ago, we
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  Speaker 1: have a coffee shop in Los Angeles called the Frenchy Cafe.
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  Speaker 1: So you can go to the Frenchy Cafe and there's
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  Speaker 1: a sign on the counter that says get paid to post.
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  Speaker 1: It's got the QR code for the thumbs Up app
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  Speaker 1: on it. You point your phone camera at the QR code,
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  Speaker 1: it puts the thumbs up app on your phone. You
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  Speaker 1: take a picture of your latte, and you're going to
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  Speaker 1: get paid ten dollars for sharing that picture or reel
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  Speaker 1: of your latte with your friend on your social media,
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  Speaker 1: and we pay you through Venmo or PayPal. And then
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  Speaker 1: also this works for consumer products. So we have a
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  Speaker 1: soda brand called Bossa Nova Soda and soda Bossa Rather
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  Speaker 1: and you can go to Ralph's or Vaughn's here in
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  Speaker 1: southern California and get paid ten dollars to share a
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  Speaker 1: photo or a real of soda Bassa with your friends
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  Speaker 1: on social media. So when your listeners hear that, we
• 3:27
  Speaker 1: want them to think, Wow, if it's working for that
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  Speaker 1: one beverage brand, it could work for every beverage brand,
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  Speaker 1: And if it's working for that one coffee shop, it
• 3:35
  Speaker 1: could work for every coffee shop. So we're very excited
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  Speaker 1: about the thumbs Up technology and believe that this is
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  Speaker 1: the future of ad tech and social media advertising.
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  Speaker 2: Yeah, it truly is democratizing it where like I said,
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  Speaker 2: you don't have to go through the huge gatekeeper and
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  Speaker 2: it's much more targeted and it's much more personal too,
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  Speaker 2: isn't it.
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  Speaker 1: Yes, And we think it's fun. You know, the influencers
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  Speaker 1: are are kind of everywhere in the culture, and so
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  Speaker 1: this allows everybody to be an influencer for a moment.
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  Speaker 1: We're not targeting professional influencers, We're targeting the general public
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  Speaker 1: and we think that it's fun. You know, who doesn't
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  Speaker 1: like to make a little extra money for telling their
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  Speaker 1: friends about things that they like?
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  Speaker 2: And is there requirements? How many followers you need on
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  Speaker 2: Instagram or TikTok? How does that work?
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  Speaker 1: Great question? Thanks for asking. So the way that it's
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  Speaker 1: set up right now is that we try to keep
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  Speaker 1: the configuration for the advertiser super simple. But there's an
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  Speaker 1: advanced settings button that you can click on when you
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  Speaker 1: set up a campaign and thumbs up that gives you
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  Speaker 1: a bunch of configurable choices. So one of those choices
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  Speaker 1: is that the brand can decide what the minimum number
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  Speaker 1: of followers is that they're willing to pay for so
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  Speaker 1: that the default setting is fifty five zero. But if
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  Speaker 1: a brand only wanted to pay people that have one
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  Speaker 1: thousand followers or ten thousand followers, then they would just
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  Speaker 1: set that number there, and then the app would tell
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  Speaker 1: the user that this campaign requires a minimum number of followers. Now,
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  Speaker 1: we encourage the brands to keep it at fifty because
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  Speaker 1: what we see is that in aggregate, after a brand,
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  Speaker 1: after a brand or an advertiser gets one hundred posts,
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  Speaker 1: just one hundred posts, they're going to see that they
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  Speaker 1: get three groupings, they get some that are between fifty
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  Speaker 1: and one hundred, they get some that are between five
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  Speaker 1: hundred and five thousand, and they get a couple that
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  Speaker 1: are ten thousand, one hundred thousand more of the professional
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  Speaker 1: influencer follower count. Because what happens is that there's enough
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  Speaker 1: of these professional influencers out there that they run into
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  Speaker 1: a thumbs up advertiser and they're willing to take the
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  Speaker 1: smaller payoff out from us because they actually like the
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  Speaker 1: product and they want to share it with their audience.
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  Speaker 1: So if the advertiser just runs the campaign long enough,
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  Speaker 1: they're going to find that the average number of followers
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  Speaker 1: shakes out to be between two and three thousand. So
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  Speaker 1: the reason why we want them to get the smaller
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  Speaker 1: follower counts as well as the larger follower counts is
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  Speaker 1: because the data shows that the smaller follower counts that
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  Speaker 1: those their friends are going to pay way more attention
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  Speaker 1: to those posts on a percentage basis because they actually
• 6:33
  Speaker 1: know those people.
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  Speaker 2: So it's dilution. The larger the channel, the less personal
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  Speaker 2: connection there is, unless you're some kind of celebrity or something,
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  Speaker 2: in which case you're probably not thinking about ten bucks.
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  Speaker 2: But I can see scalability here, right, Robert, Absolutely right,
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  Speaker 2: So what's the goal?
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  Speaker 1: Like?
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  Speaker 2: It looks to me like this is the kind of
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  Speaker 2: thing that could go viral very very quickly.
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  Speaker 1: Sure well, the way that we position this when we
• 7:05
  Speaker 1: are raising capital is all say something like that, there's
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  Speaker 1: thirty three million small businesses in the US on average
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  Speaker 1: in any given year, forty five percent of them by
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  Speaker 1: digital ads. That's about the fourteen million. So our goal
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  Speaker 1: is to get to the point where ten percent of
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  Speaker 1: those small businesses have given us twenty percent of their
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  Speaker 1: ad budgets. On average, they spend five hundred dollars a month,
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  Speaker 1: So that math shakes out to about one point eight
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  Speaker 1: billion in AD revenue on our platform, and our revenue
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  Speaker 1: from that would be four hundred million. So if we
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  Speaker 1: can get ten percent of the small businesses of by
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  Speaker 1: Digital Ads to give us twenty percent of their AD
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  Speaker 1: budgets just in the US, then we could be at
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  Speaker 1: four hundred million in revenue. And if we can trade
• 7:49
  Speaker 1: it five times to revenue, that's a two billion dollar
• 7:51
  Speaker 1: company right now market caps about eighty ninety million, So
• 7:55
  Speaker 1: that's a tremendous amount of upside for people that get
• 7:58
  Speaker 1: involved in the stock. I'll just remind your listeners the
• 8:01
  Speaker 1: stocks and Moost, Tzup, Tom, Zebra, Umbrella, Paul, and then
• 8:05
  Speaker 1: we're just now segueing into opening up our major brands activity.
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  Speaker 1: So we believe that this is that we're going to
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  Speaker 1: have household name brands in the thumbs Up platform, and
• 8:21
  Speaker 1: we've we've been putting out some feelers in that community,
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  Speaker 1: had some very very good initial calls with names that
• 8:28
  Speaker 1: everybody would know that I can't share yet because they
• 8:31
  Speaker 1: haven't sign on the dotted line understood.
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  Speaker 2: And what I also like is the simplicity because when
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  Speaker 2: you go to the big platforms, no matter how sophisticated
• 8:41
  Speaker 2: a computer user you are, that stuff can drive you nuts.
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  Speaker 2: And also analytics, like basically you need AI to set
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  Speaker 2: your ads up and you need AI to figure out
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  Speaker 2: whether they're doing anything. This is the utmost of simplicity.
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  Speaker 1: We've had many people look at the at the configuration
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  Speaker 1: for a thumbs up campaign and tell us that they
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  Speaker 1: think that businesses will use thumbs up simply because how
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  Speaker 1: much simpler it is to set up a thumbs up
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  Speaker 1: campaign then to set up a native Facebook or meta campaign.
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  Speaker 1: It's it's just a couple of clicks and you're in
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  Speaker 1: and people are telling their friends about your business.
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  Speaker 2: The cost of these campaigns on the platform, you never
• 9:27
  Speaker 2: really know if they're successful or not oftentimes until you
• 9:30
  Speaker 2: pump a ton of money into it. And the difficulty
• 9:35
  Speaker 2: so you kind of need an expert to help navigate
• 9:39
  Speaker 2: through the through the hurdles of placing ads on the platforms,
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  Speaker 2: and then you know they don't always take off. Sometimes
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  Speaker 2: they take time, they don't go when you want them
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  Speaker 2: to go. This seems like almost immediate and you find
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  Speaker 2: out your response like that, That to me is really
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  Speaker 2: really fascinating.
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  Speaker 1: One of our first clients, a small spat in Santa
• 10:07
  Speaker 1: Monica said that Thumbs Up paid for itself within the
• 10:10
  Speaker 1: first two weeks. So as soon as he got in
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  Speaker 1: the app, he started asking people that were coming in
• 10:15
  Speaker 1: the door how they found out about it, and he said,
• 10:19
  Speaker 1: it paid for itself within the first two weeks. So yes,
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  Speaker 1: that particular for small businesses, they see uptake right away.
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  Speaker 1: In fact, in the beginning, we had a strange problem
• 10:30
  Speaker 1: where you know, when things are new, When things are new,
• 10:33
  Speaker 1: people have different types of psychological reactions to him. So
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  Speaker 1: we had a restaurant in Santa Monica that actually left
• 10:42
  Speaker 1: the program because we were sending too many people to them.
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  Speaker 1: I remember right righter speaking to the guy and I said,
• 10:51
  Speaker 1: I said, you know, we're happy to remove you from
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  Speaker 1: the app, but I just want to make sure I
• 10:55
  Speaker 1: understand that you're saying that the problem is that we're
• 10:58
  Speaker 1: sending too many people to you. And he said, yes, Well.
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  Speaker 2: You know, I watched one of your spokesman, mister Wonderful,
• 11:08
  Speaker 2: talking about it, and one of the questions he always
• 11:11
  Speaker 2: asks on Shark Tank is what's your cost of customer acquisition?
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  Speaker 2: I know your cost, you mentioned it prior and that'll
• 11:23
  Speaker 2: probably come down, but your customers there their cost of
• 11:28
  Speaker 2: acquiring their customers through you. It seems like it's dirt cheap.
• 11:36
  Speaker 1: Yeah, I give you two different answers to that. So
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  Speaker 1: we're very much in a growth phase. It's still early
• 11:44
  Speaker 1: days for thumbs Up. You know, we're in the in
• 11:48
  Speaker 1: the in the thousands of brands and users were not
• 11:52
  Speaker 1: in the tens of thousands yet. So in the beginning,
• 11:54
  Speaker 1: it costs money. So the way we do this is
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  Speaker 1: we pay the ouriser. We give them one hundred dollars
• 12:02
  Speaker 1: campaign to give it a try. And that's very, very
• 12:04
  Speaker 1: common in ad tech. So Google right now, if you
• 12:08
  Speaker 1: sign up for Google as campaign, they'll give you five
• 12:10
  Speaker 1: hundred dollars. Reddit will give you five hundred dollars. So
• 12:13
  Speaker 1: we give one hundred dollars right now. We're not as
• 12:15
  Speaker 1: bankrolled as those two companies, so that's a standard way
• 12:19
  Speaker 1: to get an advertiser started in digital advertising. So that's
• 12:23
  Speaker 1: a cost, that's a customer acquisition cost. And then we
• 12:27
  Speaker 1: primarily grow through a network of commission only sales reps.
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  Speaker 1: So we pay our commission only sales rep one hundred
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  Speaker 1: dollars when they sign up a new advertiser, and we
• 12:38
  Speaker 1: give that advertiser one hundred dollars in a promotional campaign,
• 12:41
  Speaker 1: So the customer acquisition costs is roughly two hundred dollars
• 12:44
  Speaker 1: right now. And then, as you said, but for our advertiser,
• 12:51
  Speaker 1: you know, they're they're paying us. If they pay the
• 12:56
  Speaker 1: thumbs up easer ten dollars, we charge them sixteen dollars
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  Speaker 1: for that. So six dollars is our revenue. Ten dollars
• 13:02
  Speaker 1: is what the user gets paid. So if one of
• 13:06
  Speaker 1: the user's friends comes to the business, then their customer
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  Speaker 1: acquisition costs was sixteen dollars, and if two of their
• 13:12
  Speaker 1: friends come, then their customer acquisition cost was eight dollars. Yeah.
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  Speaker 2: So for local advertising, which now with the demise of
• 13:20
  Speaker 2: local newspapers of local media, this is phenomenal. But I
• 13:25
  Speaker 2: see the far bigger play the national advertisers because you
• 13:28
  Speaker 2: have this behemoth corporation, multi billion dollar company, very cold
• 13:34
  Speaker 2: and impersonal, and then you've got you know, social media
• 13:39
  Speaker 2: people saying, hey, I'm recommending these guys. I mean, there's
• 13:44
  Speaker 2: a certain genius here that I see to this and
• 13:47
  Speaker 2: it the ease of use. Yeah, okay, so maybe I
• 13:50
  Speaker 2: can't retarget at this point. Maybe I can't retarget everybody
• 13:55
  Speaker 2: who who watched the ad, All right, I don't really
• 13:58
  Speaker 2: care about that, and maybe I can tag it, Maybe
• 14:01
  Speaker 2: I can do it. But the cost and the value
• 14:05
  Speaker 2: of the customer, you know what, a coffee shop customer
• 14:08
  Speaker 2: who's a daily person. That could be two hundred and
• 14:11
  Speaker 2: fifty dollars a year and I paid ten bucks to
• 14:14
  Speaker 2: get them. That makes my cost of acquisition like four
• 14:17
  Speaker 2: percent or something like that. Pardon my math. Ten as
• 14:21
  Speaker 2: about four percent two and a half percent. I can't
• 14:25
  Speaker 2: see in terms of cost effectiveness anything that even approaches this.
• 14:32
  Speaker 1: Yes, and one of our use cases that we pitch
• 14:36
  Speaker 1: to larger brands is imagine a sports stadium and we
• 14:40
  Speaker 1: put a thumbs up offer on the jumbo tron and say,
• 14:45
  Speaker 1: get paid ten dollars to share a video of your
• 14:50
  Speaker 1: enjoyment of the latest snack product at the concession stand
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  Speaker 1: from some major snack manufacturer. So imagine having ten or
• 14:59
  Speaker 1: twenty thousand people in the stadium telling all their friends
• 15:02
  Speaker 1: about the new flavor of chips at the concession stand.
• 15:09
  Speaker 1: We can do that. We're pitching that right now, and
• 15:12
  Speaker 1: we think that's a game changer for advertising and marketing.
• 15:16
  Speaker 2: So let's talk a little bit about you, Robert. Obviously
• 15:19
  Speaker 2: this is not your first rodeo. You seem to me
• 15:23
  Speaker 2: you have the personality we would classify them now as
• 15:27
  Speaker 2: disruptors that you look at the system, you see it's limitations,
• 15:32
  Speaker 2: and then you come up with a way to bypass
• 15:35
  Speaker 2: its limitations or capitalize on them. What else have you
• 15:38
  Speaker 2: done throughout your career?
• 15:40
  Speaker 1: Well, thank you a great, great way to phrase it. Yes,
• 15:44
  Speaker 1: that's my personality. So been out this a long time.
• 15:48
  Speaker 1: As a teenager, my parents bought me an Apple two.
• 15:53
  Speaker 1: When I was like thirteen, I created a business making
• 15:57
  Speaker 1: game controllers. So in the very very beginning, the computers
• 16:02
  Speaker 1: didn't even come with a game controller, so I made
• 16:05
  Speaker 1: them in my garage and sold them at local computer stores.
• 16:08
  Speaker 1: You know, when I was thirteen fourteen years old. So
• 16:11
  Speaker 1: that's exactly what you're talking about. I saw something that
• 16:15
  Speaker 1: needed to be the exists that didn't exist. Then, you know,
• 16:19
  Speaker 1: next shot at bat was tax processing. Actually, so in college,
• 16:25
  Speaker 1: I became aware that the government had required a certain
• 16:29
  Speaker 1: type of real estate business to report electronically and there
• 16:34
  Speaker 1: was no way to do it. So the government had
• 16:36
  Speaker 1: created this need and there was no way to do it.
• 16:39
  Speaker 1: So I wrote a piece of software and built and
• 16:42
  Speaker 1: sold that company. Not a huge exit, but all those
• 16:45
  Speaker 1: pieces I created, the software, found the clients with a partner,
• 16:48
  Speaker 1: and we did sell that business. So that was my
• 16:52
  Speaker 1: second tech startup. Third was I started with two friends
• 16:58
  Speaker 1: a computer aided design software business in late eighties early nineties,
• 17:06
  Speaker 1: and it was very early in computer aid design and
• 17:10
  Speaker 1: set up some of the first microcomputer based GIS and
• 17:16
  Speaker 1: systems for local utilities. And from there I became dot
• 17:21
  Speaker 1: com CEO. So in the dot com era, I was
• 17:24
  Speaker 1: real early in the smartphone space. So the first time
• 17:27
  Speaker 1: you could put aol map quest on a smartphone, that
• 17:30
  Speaker 1: was software that I created. The first time you could
• 17:32
  Speaker 1: put a Microsoft PowerPoint on a smartphone, that was software
• 17:35
  Speaker 1: that I.
• 17:36
  Speaker 2: Created time ago. Here you're talking Robert exactly funny plus
• 17:40
  Speaker 2: years yeah, yeah.
• 17:42
  Speaker 1: And then and then from there I got into the
• 17:45
  Speaker 1: business process outsourcing space. So I went through a period
• 17:50
  Speaker 1: where I was doing a processing running a company that's
• 17:53
  Speaker 1: processing a billion dollars in accounts payable for New York's
• 17:56
  Speaker 1: dock exchange companies. That was all, you know, right when
• 18:01
  Speaker 1: that was even possible to do all that. And then
• 18:05
  Speaker 1: from there I was in the copyright technology space. And
• 18:10
  Speaker 1: that's a public company that I started that had Warner
• 18:14
  Speaker 1: Brothers and BMG as clients. The technology I created was
• 18:18
  Speaker 1: used to win two billion dollar lawsuits to protect copyrights
• 18:22
  Speaker 1: on the Internet. And then that takes me to thumbs up.
• 18:25
  Speaker 1: So that's a little recap of what I've been up to.
• 18:29
  Speaker 2: That's a great story. So obviously they weren't all winners.
• 18:33
  Speaker 2: You had a few failures along the way, like the
• 18:35
  Speaker 2: rest of us. You know, tell us you don't have
• 18:38
  Speaker 2: to be specific about how it failed or whatever, but
• 18:41
  Speaker 2: just tell us the best lesson you took away from
• 18:44
  Speaker 2: one of your failures.
• 18:46
  Speaker 1: Well, yes, definitely have had some failures, but the lesson
• 18:51
  Speaker 1: is don't give up that you know, for one of
• 18:55
  Speaker 1: the I was a dot com CEO, is very early
• 18:58
  Speaker 1: in the mobile space, and I should have just kept
• 19:01
  Speaker 1: it up. So you get hit, it's normal. You're going
• 19:05
  Speaker 1: to get hit with really things that seem overwhelming, but
• 19:10
  Speaker 1: you can make it through, and it's a it's a
• 19:13
  Speaker 1: head game, a mind game. And if I had that,
• 19:17
  Speaker 1: if I could go back to Robert twenty years ago
• 19:20
  Speaker 1: and say, you know, just pick yourself up and keep moving,
• 19:24
  Speaker 1: don't give up your your your gut instinct about where
• 19:27
  Speaker 1: the market is going is correct, and you'll live to
• 19:31
  Speaker 1: fight a new another day if you just get up
• 19:33
  Speaker 1: and stick with it rather than actually laying down the sword.
• 19:37
  Speaker 1: So that's the number one thing that I learned is
• 19:40
  Speaker 1: just stick with it.
• 19:42
  Speaker 2: It's the Winston Churchill cry never give up, never give up,
• 19:47
  Speaker 2: never ever give up, ten most important words in the
• 19:50
  Speaker 2: English language. So now you got this amazing concept in
• 19:55
  Speaker 2: your seeking acquisitions and you wind up getting into crypto.
• 20:00
  Speaker 2: There's a synergy there that I know is there, and
• 20:04
  Speaker 2: of course it's a humongous industry and it'll grow a
• 20:07
  Speaker 2: thousandfold from where it is now. And I realized you
• 20:11
  Speaker 2: got ongoing discussions and das and securities regulations that prevent
• 20:18
  Speaker 2: you from really telling us the entire story in broadbrush strokes,
• 20:23
  Speaker 2: tell us the crypto strategy.
• 20:26
  Speaker 1: Sure, so thank you, Kerry, thanks for asking. And everything
• 20:29
  Speaker 1: we're going to discuss is publicly released. So what happened
• 20:35
  Speaker 1: was that we successfully got thumbs up on the Nasdaq
• 20:38
  Speaker 1: stocks to the symple Tzup. Had the honor of ringing
• 20:42
  Speaker 1: the bell at Nasdaq in November of last year, and
• 20:45
  Speaker 1: very exciting walking down the hall seeing photos of Steve
• 20:49
  Speaker 1: Jobs doing it and Jeff Bezos doing it. You know,
• 20:53
  Speaker 1: it is definitely a high, a great moment, but it's
• 20:57
  Speaker 1: also game time. It's very serious that now shareholders are
• 21:00
  Speaker 1: going to expect significant revenue and significant revenue growth. So
• 21:05
  Speaker 1: the reality is that it has taken us longer to
• 21:07
  Speaker 1: get to the level of adoption that we had expected
• 21:10
  Speaker 1: on the core thumbs Up platform. So we started looking
• 21:13
  Speaker 1: at acquiring some digital agencies. I was signing NDA's in January.
• 21:18
  Speaker 1: The idea was to buy a company that had eight
• 21:20
  Speaker 1: figures in revenue and that already had the types of clients,
• 21:23
  Speaker 1: major brands that could pay for the thumbs Up technology.
• 21:27
  Speaker 1: So in that process, we had raised eight million dollars
• 21:30
  Speaker 1: in our reipo to Nasdaq, and we bought a million
• 21:34
  Speaker 1: dollars of bitcoin, and we got more interest and exposure
• 21:38
  Speaker 1: both in the press and on social media from that
• 21:40
  Speaker 1: one action than anything we'd ever done before. It was
• 21:43
  Speaker 1: really phenomenal. We got listed on the Total seventy, which
• 21:48
  Speaker 1: was we were approximately the seventieth public company to adopt
• 21:52
  Speaker 1: a bitcoin treasury strategy. Now I think there's more than
• 21:55
  Speaker 1: two or three hundred. So the timing was really great
• 21:58
  Speaker 1: for when we chose to do that. It gave us
• 22:00
  Speaker 1: some unusual visibility. So then we bought another million dollars
• 22:05
  Speaker 1: in bitcoin. So that led to a series of events.
• 22:09
  Speaker 1: One of those events was that Donald Trump Junior bought
• 22:12
  Speaker 1: some of my stock personally from me. That created visibility.
• 22:16
  Speaker 1: Then he is an advisor to an investment bank called Dominari,
• 22:22
  Speaker 1: and so then Dominari became Thumbs Up's investment bank. They've
• 22:26
  Speaker 1: since raised US fifty six million dollars and they also
• 22:30
  Speaker 1: a part of what happened was we got introduced to
• 22:33
  Speaker 1: a acquisition possibility called doge hash Technologies. So we've signed
• 22:38
  Speaker 1: a definitive agreement to acquire dough Shash Technologies, which is
• 22:43
  Speaker 1: in the doge mining business, the crypto mining business. So
• 22:47
  Speaker 1: that's very very exciting. So that came about not because
• 22:51
  Speaker 1: Robert was a super strategist. It came about through a
• 22:55
  Speaker 1: series of very interesting events that all started with a
• 23:00
  Speaker 1: crypto treasury strategy Bitcoin treasury strategy. So now if you
• 23:06
  Speaker 1: look at what we've filed publicly about the dough Shash
• 23:10
  Speaker 1: technology story, you might imagine that very soon our shareholders
• 23:16
  Speaker 1: might get a mailing where they get to vote on
• 23:20
  Speaker 1: participating in this transaction, I will certainly be voting for
• 23:24
  Speaker 1: us to participate in this transaction. So what could happen
• 23:28
  Speaker 1: is that Thumbs Up Media Corporation could become dough Hash
• 23:31
  Speaker 1: Technologies in name, might get a new stock symbol, and
• 23:36
  Speaker 1: the company's business strategy going forward should be crypto mining.
• 23:41
  Speaker 1: We've already released the dough Shash Technologies has four thousand
• 23:46
  Speaker 1: crypto miners at various levels of implementation. And if you
• 23:50
  Speaker 1: ask chat GPT how much money can a company with
• 23:53
  Speaker 1: four thousand acik doge miners make, you'll get an answer
• 23:58
  Speaker 1: a somewhere around twenty million a year if doze is
• 24:01
  Speaker 1: about twenty cents, So we're going to have a credible
• 24:06
  Speaker 1: shot at having eight figures in revenue. And this business model,
• 24:10
  Speaker 1: we add more equipment and revenue should go up. So
• 24:15
  Speaker 1: we already have fifty million dollars in the bank, so
• 24:17
  Speaker 1: you might imagine that we buy several thousand more doge
• 24:20
  Speaker 1: miners with that. So that is the strategy going forward.
• 24:23
  Speaker 1: We think that that strategy can build a billion dollar
• 24:26
  Speaker 1: business and we're very excited. Thanks for asking.
• 24:30
  Speaker 2: Hey, so you're wearing two hats effectively or you will be,
• 24:35
  Speaker 2: So you got to have a team in place with you,
• 24:38
  Speaker 2: tell me about your team.
• 24:40
  Speaker 1: So Isaac Dietrich is our CFO. Isaac has helped his
• 24:47
  Speaker 1: companies that he's run raised more than one hundred million dollars.
• 24:50
  Speaker 1: He started a company called mass Roots that had an
• 24:55
  Speaker 1: app in the cannabis space, that did a pivot to
• 24:57
  Speaker 1: become GreenWave Technologies, start company from scratch, built a technology,
• 25:02
  Speaker 1: did a pivot, took it public on the Nasdaq himself.
• 25:06
  Speaker 1: So right now the management team is myself and Isaac
• 25:10
  Speaker 1: here at thumbs Up. But we just put out a
• 25:16
  Speaker 1: release today that we've added a board member, Chris Enzi.
• 25:21
  Speaker 1: So Chris has a great career, a very very strong executive.
• 25:26
  Speaker 1: Did some time at right Blockchain, which is in the
• 25:30
  Speaker 1: space that we're getting into. So we're starting to bring
• 25:34
  Speaker 1: on some accomplished talent in the crypto space. So stay
• 25:39
  Speaker 1: tuned as we get farther along on this acquisition, and
• 25:43
  Speaker 1: I think you might see some more very very talented
• 25:47
  Speaker 1: people come on board.
• 25:49
  Speaker 2: It's really exciting here. That's honor to work with you,
• 25:53
  Speaker 2: and I suggest everybody out there go to Thumbsupmedia dot
• 25:58
  Speaker 2: com that's th m zup and sign up for notifications
• 26:04
  Speaker 2: so you find out when the renaming is going to
• 26:07
  Speaker 2: take place, because oftentimes with renaming and refocusing, revaluations take
• 26:14
  Speaker 2: place as well. Links in the show notes of this interview,
• 26:18
  Speaker 2: and of course, the ticker symbol on the NASDAC is
• 26:22
  Speaker 2: TZUP and Robert, it's been a real pleasure. I can't
• 26:26
  Speaker 2: thank you enough for coming on the show. We'll talk
• 26:27
  Speaker 2: to you again real soon.
• 26:29
  Speaker 1: Thanks, carry have a great day. The Financial Survival Network