WHOOP Podcast - 100% Impact: How Scott Harrison is Disrupting Philanthropy

Episode Date: December 4, 2024

On this week’s episode, WHOOP Founder and CEO Will Ahmed is joined by Founder & CEO of charity: water, Scott Harrison. Scott is the founder and current CEO of Charity: Water, a non-profit that strives to bring clean water to rural communities around the world. Will and Scott discuss Scott’s background (2:07), a decade working in nightlife (4:09), shifting from nightlife to non-profit (17:18), Scott’s first humanitarian mission in Liberia (21:08), and the importance of storytelling (25:20). Scott talks about creating charity: water (34:27), the logistics of bringing water to as many people as possible (40:22), growing charity: water (44:00), Scott’s WHOOP data (56:23), and how to donate to charity: water (1:00:02). Resources:Join The SpringScott Harrison InstagramCharity: Water InstagramCharity: Water WebsiteFollow WHOOP:www.whoop.comTrial WHOOP for FreeInstagramTikTokXFacebookLinkedInFollow Will Ahmed:InstagramXLinkedInSupport the showFollow WHOOP: www.whoop.com Trial WHOOP for Free Instagram TikTok YouTube X Facebook LinkedIn Follow Will Ahmed: Instagram X LinkedIn Follow Kristen Holmes: Instagram LinkedIn Follow Emily Capodilupo: LinkedIn

Slowly, but suddenly, I have become the worst person that I know. And I'm emotionally bankrupt. I'm spiritually bankrupt. I'm morally bankrupt. I need to make a radical change in my life, not a pivot. You know, a small course correction is not in order. I need to basically find the 180 degree opposite of everything I've been thinking and saying and doing and explore that.

And I think what I actually needed more than the money was somebody to believe in me. What's up, folks? Welcome back to the Whoop podcast. I'm your host, Will Ahmed, founder and CEO of Whoop. We're on a mission to unlock human performance. If anything about joining Whoop, visit Whoop.com. Sign up for a free 30-day trial membership. Okay, following Giving Tuesday, we have an incredible guest

who is leading one of the most impactful charitable organizations in the world. That's right. This week's guest is Scott Harrison. Scott is the founder and current CEO of Charity Water, a nonprofit that strives to bring clean water to rural communities around the world. In the last 18 years, Scott and Charity Water have raised over $900 million. That's right. It's close to a billion dollars and funded 171,000 projects across 29 countries,

ultimately helping 19 million people get clean water. That's pretty amazing. Scott and I discuss his unlikely start in life being a hard and fast club promoter, the need to find something more fulfilling how he burned out from that and transitioned to a much higher service life calling his work as a photographer and seeing troubled parts of the world and then starting charity water and developing the 100% model how charity water creates their water cleaning facilities how scott uses whoop a long-time whoop member thank you scott and how everyone can get involved with charity water if you have a question was answered on the podcast email us

Whoop.com, call us 508-443-49-5-2. Here is my conversation with Charity Water, CEO, Scott Harrison. Scott, welcome to Loop Podcast. Hey, thanks for having me. This will be fun. What an amazing charity you've built, Charity Water. I mean, I can't fully believe just the impact it's had. I'm excited to talk more about it.

$900 million. It's a lot of money. $9.97 as of today. Oh, wow. You can't get to a billion yet. Well, hopefully in the next couple days, week. Unbelievable. 997, isn't that amazing?

And 171,000 projects, 29 countries. Does that sound right? That's right. So we'll get to this inspiration around building your charity. But I want to start because I read that your career was started out in the nightclub. Yes. Yeah, we were just reflecting. I think you had a guest Mike Posner on a while ago.

I think we had similar backgrounds. Well, I was raised in a very conservative Christian family when I was four. My mom became an invalid because there was a carbon monoxide gas leak in our home. And my childhood essentially was a caregiver, you know, only child taking care of mom who was sick. Interestingly, she wore a mask for her whole life. So she got sick when I was four, severely immunocompromised. And I never really saw her face again until she died, you know, 40-some years later. So I wanted growing up to be a doctor.

I played piano in Sunday school and church. I didn't smoke. I didn't drink. I didn't cuss. You know, I was going to be this Christian doctor growing up. So that was Act 1 of my life. Then Act 2, yes, was a serious departure where I moved to New York City and instead of becoming a doctor, I became a nightclub promoter to the horror of my parents.

And I wanted to smoke and I wanted to drink and I wanted to do drugs. And I wanted to chase, you know, models around the world in Fashion Week. And I wanted a fast car. and in, you know, the perfect loft in New York City. That episode lasted 10 years from 18 to 28 and included 40 different nightclubs and a deep descent into decadence and an unhealthy lifestyle would probably be the nicest way to say it. What was the moment when you were like 18 or 19 where you were like, okay, I want to be

at the front of that line? So my first idea, actually, as my prodigal son, you know, rebellious. moment was to join a band, a rock band. And I grew my hair down on my shoulders, which was a terrible idea, looking back at those photos now. And I was playing with our band, which was kind of a mix between, this dates me a little bit, like Live and the Counting Crows and Pearl Jam and Stone Temple Pilots. So it was kind of this, you know, pianoy metal rock. But we were playing at CBGBs. We were playing these legendary clubs, got some really great gigs. So you're good. We were good. We were good. Now, the band hated each other. So we broke up, you know, very soon after.

Yeah, fair enough. But I remember doing these gigs where I would bring all of these people as the band's manager. And the club promoter would toss us 150 bucks and pocket all the cash that we were bringing in. And, you know, the 150 bucks wasn't even enough to pay for gas, you know, to get our keyboards and our guitars there. And I just remember, boy, I'm on the wrong side of this business. So when the band broke up, I decided to try to learn how to get on the other side of the velvet rope to be the person that controlled who came in, what bands and DJs were booked. And then to give them 10% of the money while I kept 90%. Sure. So that was really that first moment. And someone had taken me to a club in New York City called Tunnel. This was a legendary club and it had a slide.

And I'll never forget, you know, 18 years old on the balcony jumping into this slide. And there's a thousand people on the dance floor and you come out in the middle of the dance floor and it just felt like home I mean it was so opposite yeah my childhood you know it was so rebellious that this is what I wanted to do I wanted to be the guy in the DJ booth you know spring champagne over the crowd I wanted to be that guy and just the ascent in that industry so like I imagine you had to rise the totem pole a little bit yeah you don't start out as that guy well I started Yeah, in a kind of strange way, running an almost all African-American R&B club, a place called Nells on 14th Street in Manhattan. And it was an open mic night that I created with another guy.

It was this extraordinary time. Well, Prince would come and sing for free at our open mic night. Wow. Stevie Wonder. I remember playing piano for Stevie Wonder once. I'm a 19-year-old kid with, you know, Prince in the house, Bobby Brown, Shaka Khan, Brian McKnight and Stevie Wonder, and I'm playing the piano, and Stevie Wonder is standing on my stage with a microphone. And how did you get them to come to your club? It was this iconic club, and this,

actually my partner, this guy called Patrick Allen, had created this thing called Voices, which was just an open mic showcase. And people brought their friends. And it was a place, kind of like, you know, you hear that Jerry Seinfeld will do comedy at some comedy club. people pay 10 bucks. It was that vibe where people just wanted to sing in front of their friends and in front of people who paid 20 bucks to get in. So that's how I started. And then the hottest club on the cover of New York Magazine, there was this place called Lotus that was opening. And the four owners were pictured. And this was where all the models and all the celebrities were going to go. And I remember a guy I was working with at Nells at the time said, you could never work at a place

like that. You know, hey, you've got this whole R&B music thing down, but you could never go work for the fashion set. So I started calling the owners every single day, leaving just voice messages for all four owners on their club voicemails, just begging for a meeting. And in that world, Nels was not cool. You know, it was just a completely different world. Eventually, they said, hey, kid, we'll give you a Monday night to promote and we'll pay you $150. Okay. Which was almost insulting. And I did it. And then that was the transition to then 40 clubs that looked like that. We used to call it models and bottles. You get the celebrities and the models inside the club. And then the finance guys are happy to spend $500 on a bottle of, you know, absolute vodka

that costs 15. Right. It's a good business model. Yeah. So that Monday night, how did you get people to show up to Lotus? I went out to other clubs and met people and got their phone numbers and got their email addresses and tried to always have something a little special, a little unique that would differentiate our parties from the rest, bringing in a DJ from Europe or creating a pool party where we would rent lifeguard stands and get 500 beach balls, doing pajama parties. You know, always trying to just stand out a little bit because you could go to any club and there's myriad clubs at any given night, you know, going on in Manhattan. So trying to create the relationships and then also the experience that would be different.

What would be a couple things that you'd look for when you walked into the club to signal, hey, this is, this is hot right now or this is not going well? Well, you want to see a lot of people outside the club will. You want three to 500 people, you know, if possible, lined up often. And, you know, the VIPs walk straight up to the front and then the velvet rope open. and then you have this whole throng of people who probably won't get in but make the you know propel that idea of scarcity this is a place that people are trying to get into but can't once you get inside the club I mean you want to see people dancing you want to see smiles you know you want to

see people standing on tables yeah it's pretty obvious I guess in that regard now if you've got if you've got a beach party going you got balls flying and they're and you want to see people that dressed up or embraced the theme of that evening. I mean, sometimes people are too cool to turn up for a white party or a pajama party, you know, or some sort of costume party. So you want to see that the people that you know, you know, your core set have actually embraced that idea. Because what percentage of the revenues coming from the people that are like the VIPs or the recurring people? Very little. I mean, the VIPs are all getting in for free. And their presence is driving sales of people who want proximity to the VIPs.

So you could have a Goldman guy come in and put $12,000 of booze down on a black card to sit at a table with 15 people who are drinking for free or eating for free. Right. And that Goldman guy, that group of people probably represents a high percentage of the revenue. A high percentage of the revenue. And those are the people you need to keep happy and keep going back. That's right. But the nice thing about being a promoter is it's an asset light business.

So you're moving your crew every six to 12 months to the next club. So you're not tied to a brick and mortar establishment where you're trying to make back the building costs and, you know, break even in year three or four. That's the problem of the club owner. You're just taking percentage of sales. You're taking a percentage of gross revenue or you're taking the door or you're taking all the cash of the door plus a percentage of gross revenue. So really your product is the people and the relationships you have. And they get bored too. You know, you go to the same place for six months. Okay, we've done this. We've been here. We've done this. Where's the new place? So that's why over 10 years, you know, I moved to 40 clubs.

So I'd be at four different clubs on average through the course of a year, different nights. Tuesday night would be here. Thursday night would be here. Saturday night would be here. And you've got a crew that you're kind of moving throughout. If you look back on that, stretch, what was your favorite club? I actually think Nell's where it started was the most special because I would get much more cynical. You know, if we talk to the end of that period, you know, when I'm 28 and I've been 10 years in this, you know, I'm a heavy drug user. I smoke three packs of Marlboro Reds a day, being ambient at noon to come down after six hours of, you know, Coke, Ecstasy, MDMA to then wake up at 7 p.m. and do it all over again. So I got very quickly jaded.

and almost, you know, engaged in self-destruction over this period. So much of that is because it's really boring. It gets really boring. You're having the same trite, you know, banal conversations with people. You're yelling over a DJ who's playing the same songs in a slightly different venue. It's like rinse, wash, repeat. Now, it was where it started was actually the most unique because there was talent involved. You know, Shaka Khan would come and try.

out a new song that she'd been writing in a safe space. That actually was much cooler. I remember Prince used to come in, and this is before he was called The Artist. He would sit in the corner booth and we would always have to unscrew the light bulbs above his head. You know, and he would sit there in the dark for hours. Listening to up-and-coming artists and his peers, you know, perform. I think that was the most special year or so of the journey. And you mentioned some of the substance abuse. Like, did that come on all at once? or was it a slow kind of gradual thing where you kind of keep adding to your repertoire? Absolutely slow.

So I'm a Christian kid. I'm not smoking. You know, I'm going to be a virgin until I get married. I mean, this is kind of the culture that I was brought up in. It started with smoking. Oh, you know, I just have one or two. And then, wow, I really like this. And then, you know, full on.

So I'm very extreme. I'm just a, I kind of go all in. And I went all in on smoking. And then, oh, I'll just have a. couple drinks. Oh, I really like this. Massive drinking problem. I'll try Coke. I'll try. Well, I love this. You know, let me go do Coke every night. So it was, and, you know, gambling addiction, pornography addiction, you know, you name the vices that you might associate with going to dinner at 10, the club at 12, after hours at 4, and coming home at 10 to 12 noon. You know, these are not healthy hours.

It's like every hour. It's like every night, yeah. Like the whoop community is in, you know, REM and deep sleep during these hours while we're out, you know, doing lines in some bathroom. And over the course of the 10 years. I should say, this is many, many years ago. This is 20 plus years ago.

Of course. I'm 50 next year. But it's an amazing lead up into what we're going to talk about here shortly, which is probably health and performance and building an amazing business. Like, was there a moment in the 10 years where you're like, God, I got a shift course and you couldn't. I kept pushing that realization off that I had, that I didn't like my life because it was supposed to look great.

I drove a BMW. I had a grand piano in my New York apartment. I had a Rolex watch. All these markers of success that I had been chasing. I was flying on other people's private planes to Buzios Brazil, to Punta, Mexico. Yeah. Somebody else had a yacht. Everywhere you had people were celebrating.

And it was other people's money. Yeah. So we just brought the beautiful people and then life was paid for. My moment of clarity was really actually in South America over New Year's. I was 28 years old and I was kind of on the perfect vacation will where somebody had rented this compound and wherever we went, people would pick up our towels and there was a yacht and we spent $1,000 on fireworks, you know, the first night we got there. And my girlfriend was on the cover of fashion magazines. So I had the hottest girl that everybody wanted to be with, you know, I thought. And I remember being in this really tranquil, idyllic setting.

And we're all just partying. Like we'd come from New York to go to South America on the beach and nothing changed. And I remember on New Year's Day, waking up and it was noon. And there was a DJ by the pool. And everybody was just out of their minds. And it felt so unhealthy. You know, here we are spoiling what should be a restful, restorative, contemplative space.

And we're just doing the same thing. We're doing drugs and we're dancing and throwing people in pools with their clothes on. Like this, it's almost like the music stopped and I didn't have a chair. And I looked around and it was really jarring. And I realized, wow, slowly but suddenly I have become the worst person that I know. And I'm emotionally bankrupt. I'm spiritually bankrupt. I'm morally bankrupt.

I need to make a radical change in my life, not a pivot. A small course correction is not in order. I need to basically find the 180 degree opposite of everything I've been thinking and saying and doing and explore that. And then I came back to New York City and I sold everything I owned. And I resolved to try to go live in the poorest country in the world for one year and join a humanitarian organization and see if I could be of use to the world. That's what I thought was opposite. So you just went full opposite.

Well, the first thing was I applied to 10 famous humanitarian organizations that all denied me. Okay. So that was kind of fun. And I applied to World Vision and saved the children in Oxfam and Doctors Without Borders. Turns out Doctors Without Borders is looking for doctors and not Nyclip promoters. So I got 10 rejections just to volunteer. And then finally, I got this opportunity. The funny thing is I had to actually pay the charity $500 a month for the pleasure of volunteering.

And they actually were starting a humanitarian medical mission in the poorest country in the world at that time, post-war Liberia, a country that had just exited a 14-year war. So I eventually found kind of the opposite of my life, not only volunteering, paying to volunteer, and then going to a country that had just, just come off of the United Nations development chart and entered at the bottom that there was finally data after the war ended. I mean, it's a fascinating moment. You kind of wake up, you feel spiritually empty, and then you fly back to New York. And was it literally that fast? So, like, I'm applying to these projects.

No, it was floundering a little bit. And then there was this incident in nightlife that really gave me the space. I'd fired somebody at a nightclub for stealing. and they came after me and they threatened me. When you're working in this business, your life is threatened all the time. You typically just empty threat. This was kind of the straw that broke the camel's back.

And it was almost like God telling me, listen, you said you're going to do this. I need you to go and do this thing. And I did. And that was after that night, I never went back. Because this person actually really threatened you. They did. And, you know, it probably would have been fine.

I called them a couple days later. They eventually got another job. And they went around threatening lots of people. But it was kind of that impetus that I needed. And then I had this moment before I joined the mission. So now I go from nightclubs one week. A couple months later, maybe eight weeks later, I am staring at the gangway of a 522-foot hospital ship in Africa.

And I'm going to walk up the gangway, surrender my passport, and sail to this mission with a group of humanitarian doctors. And I had this moment where I knew I needed to quit smoking. I needed to never touch drugs again. I needed to never gamble again, never look at porn again. I wanted to kind of leave all of the vices that I picked up on land and then sail away to a new life. So I went out with a bang. I remember getting fantastically drunk that night and smoking 60 cigarettes and I turned up, hungover.

And you never touched it again? I drink a little, but never touched, never had another cigarette. So your last time smoking was 60 cigarettes and then you were done. That was it. I did enter the first couple. weeks with some Nicorette gum and the patch. But I never, never had another drag again. And I'm afraid, honestly, you know, I'm the kind of person that if I had, it's funny, my wife had her first cigarette in three years last week, you know, with a bunch of moms and, you know, they're sitting

around drinking wine and I can't do that. Yeah, right. And she probably will not have another cigarette for three to five years, you know, in the moment, what the heck. I'm afraid of that. So I just kind of put a wall up and said that chapter, that decade-long chapter is closed. That was unhealthy. I'm really glad that I was given the opportunity to escape it without any permanent health damages and never go back there. Never go back there. I imagine that your perspective on the world like has to change fairly dramatically when you go from being a club promoter to being humanitarian. Like your filter as a club promoter I would think would need to be materialistic. You need to identify who the attractive people are, who's got the money, who's, you know, there's a sort of like

playbook you're running in the back of your mind to do that. You know, was that kind of a harder shift to make? Because it's almost a subconscious thing when you build it in for that long. I was so ready to do something radically different that I embraced this new role. So my actual role was a photojournalist. It was a really cool gig. I had graduated NYU by going kind of part-time, but I got a degree in communications, C-Mina student, but I was a pretty good hobby photographer and a pretty good writer. I'd worked at the local paper when I was young. And my role on this medical operation was going to be to document 1,500 people before their surgery, their life-altering transformative surgery and then after. And, you know, both archive all those photos for the

medical library, but then those stories would help the organization raise money for future surgeries. And I loved it. So I remember my third day in Africa is what this organization calls the screening or the screaming, which it's internally dubbed. So this is the moment when the Doctors are given a soccer stadium in the center of the city, and thousands of sick people come and we triage them. We lead them through stations, and we have 1,500 available surgery cards to hand out. You know, we specialize in facial tumors, cleft lips, cleft powets, flesh eating disease, stuff I'd never even heard of before.

But this country had no electricity, no running water, no sewage, no mail system, and one doctor for every 50,000 citizens. Here we have a doctor for 300 of us. So if you got sick in Liberia, you were out of luck. So I remember waking up my third day in Africa on this mission. I grabbed my two Nikon D1X cameras. It's five in the morning. I put on hospital scrubs.

You know, my batteries are charged. My memory cards are empty. And I jump in this convoy of Landrovers. And as we snake through the city and we approach the stadium, there are 5,000 people standing in the parking lot, you know, in early dawn, waiting for us to open up the doors and begin. in the process. And that was one of the most powerful moments in my life realizing, oh my gosh, we don't have enough doctors. We're going to send 3,500 sick people home without hope, without the

chance to see a doctor. You know, I remember just weeping that day. And then I set up my little photo booth inside the stadium white sheets and, you know, my tripod and the camera. And documented 1,500 people with severe deformity over the next two days and really had to focus on the hope, the focus on the fact that for these 1,500 people, we would be able to make a difference. So I think all in, I just, my mindset shifted, the community shifted, the intention of the community was around healing people. It was around service. It was around compassionate action, not sycophantic self-indulgence. And I wanted that. I had been missing that. for 10 years. So the feeling, although it was a, you know, kind of a tragic situation, in a way

was hopeful for you spiritually because you realize now you're of service and now you're doing something that's a much different cause. And then I later learned, because I had taken an email list of 15,000 people with me, that the skill I had actually begun to perfect over 10 years was storytelling, was promoting. I'd just been promoting and telling the wrong story. That's right. I've been promoting the wrong thing. So I was able to raise a huge amount of awareness and money for these doctors. And back then, email open rates were like 100%. You would send out an email and people would get it. And what's the secret to storytelling? You know, for me, it was visual storytelling. And, you know, I'm excited. I get the opportunity to talk to your team at lunch. You know, in a 40 minute talk, I'm going to show 180 photos and videos. So for me, it was showing. telling or allowing people to take in an image, which is a truthful image and let that permeate their consciousness, let them react to that. So over that first year, I took 50,000 photos. And this was the digital cameras. And it was constantly just telling stories and saying, this is Martholene.

And this is her giant tumor. This tumor has grown for eight years. And here's Marthaline's story. As I sat with her, she told me that people would throw rocks at her face. She was stoned in public if she didn't cover it with a towel because people thought she was spiritually cursed. Here's Marthaline's 40-minute surgery. Here's Marthaline afterwards being embraced by her community. So you see her face before and after. It's remarkable. She's an extraordinarily beautiful woman that no longer has to live in shame. So all of these stories were, I remember once being there for a cataract surgery. And there was this woman and she was born with sight. She lost her sight at 18. And I think she was about 28 when we met her. Her name was Marguerite. And she went blind with these cataracts. You know, there's no

UV protection, equatorial sun. So she's not able to see her daughter. And for 10 years, she's been blind. And I remember, you know, I'm there clicking. I've got my scrubs on. I'm during that surgery. The surgery took 10 minutes. And I remember thinking I could do that. Sticking some tweezers, pull out the cataract, slip in a lens, you know, little suture up. And I was there when they took the patches off of her eyes. And I just remember clicking, you know, I basically had these freeze frames, it's 30 freeze frames of the moment that she could see again. And she tackles her sister who's in the room. And she tackles me. And she's dancing and she's screaming. and she's got her eyes up. She's praising God. I wound up later doing gallery exhibitions,

and I would put those on a bank of giant TVs. So there'd be a huge wall of TVs flicking these images of a woman getting sight for the first time. And it's really moving. It was moving to be there, and I wanted to transfer that enthusiasm or that inspiration to, you know, tens of thousands of people and now to millions and millions of people. You know, it's interesting. I imagine a moment like that comes with an amazing euphoria for you being there and sort of feeling that moment. I wonder if you kind of stopped to feel how you felt then versus these periods of your time when you were doing MDMA or ecstasy or something, which in a way creates a similar shot to the brain, but in such a different and unhealthy way.

I'm not naturally great at being contemplative or being in the present or the past. sure you know i really am so focused on the future it you know writing the book um i was forced to kind of look back and recreate some of those moments and i don't know that i took it in as well as i wish i would have i just remember loving it every single minute i was i couldn't wait to get up at 5 a.m and start the next day and go down to the medical ward and meet the patients who are about to have their lives transformed and go through that. journey with them. So it was just a, it was euphoric. That's a great word. Yeah. Because I was being of service. I'd found a way to use my gifts for something really meaningful. I do feel like we

are meant to be of service, you know, like as an orientation towards whatever your mission is in life or whatever you, you know, however you define your career, I feel like the most powerful framing is of service. And it's interesting how many people, who ascend to kind of enormous materialistic success or fame, who don't seem to have that framework, get really screwed up by it. You know, you see a lot of celebrities especially who are essentially worshipped in a way. And they're not, I don't think that's how humans are supposed to be treated. I think it really screws you up. And buying things doesn't bring happiness, you know, I mean, you've seen so many entrepreneurs who flip their company or gone public and now they can

buy anything. There are no constraints. And they'll go and do that. They'll buy the jet and the Ferraris and the houses and the Yellowstone Club. And then a couple of years later, they're not happy. And sometimes they, you know, wreck relationships in the process of that. So yeah, somebody sent me, you know, I've now been doing charity water for 18 years. Somebody sent me this picture from a bodega in New York. And it was like one of those signs outside that changes every day. And it said, do not be afraid of work that has no end. It's from an ancient like rabbinic text and this idea of endless work if your work is in the service of others. There's actually no end point. There's no, I've done enough. There's no drop the mic moment. Like maybe selling your company, you're going

public. You know, there's always more people that you can be of service to in your local community or the global community. Why water? So the second, so I finish the year. I go back for a second year. so I'm 29 now. I have no idea what's next. And I get off of the ship. And I remember buying a motorcycle for 500 bucks, a used motorcycle because I wanted some freedom and I wanted to explore the Liberian countryside. And as I went into the rural areas, I saw people drinking from swamps. It had never occurred to me that there was a water problem in the world. I mean, I was born into a world of clean water. I used to sell Voss water in my clubs for $10 a bottle to people who wouldn't even open the water. They'd open, you know, they'd order 20 bottles, let it sit there and then just

go drink champagne and vodka. So I learned in that second year two important things that half of the country was drinking toxic contaminated water from open swamps and ponds and rivers and that half of the disease was waterborne. So that half of the sick people, you could track that sickness back to a lack of clean water and sanitation. So I remember having this eureka moment in the second year, freaking no wonder there's 5,000 sick people standing in the parking lot of a soccer stadium with stuff growing on their face with trachoma, which is waterborne, many different diseases, flesh eating disease also related to water. They don't have the most basic need for health met. And I remember showing these images of what people were drinking to the chief medical

officer. And he said something to the effect as I finished that second year of, well, I can can see you really passionate about this, why don't you go work on this issue? Why don't you help bring clean water to everybody in the world? He said, you'd be the greatest physician in the history of the world if you just got people water. You know, his hands were limited to about 1,500 people every year that he could personally operate on. You know, what if I brought millions of people clean water? So he was such a large figure in my life. And this is preventative versus curative. Exactly. It was the root cause of half of the sickness in the place in the environment we were living in. So I had that light come on. I came back to New York at 30. Now, I was

completely broke. Nightclub promoters are not good at saving money. I actually found out I was $30,000 in debt because my club partner had not dissolved our company, like he said he was going to, nor paid taxes. So I'm sleeping on a closet floor in Soho, a walk-in closet for free rent. I'm $30,000 in debt, but I know exactly what I want to do with the rest of my life, which is bring clean water to every single human being alive on planet Earth before I die, or die trying. And it was so clear to me. And then you got to start somewhere.

So that was the pivot from serving for two years with a group of doctors on a hospital ship in Africa taking pictures, being an eyewitness, being an observer, to then finding, you know, like you said, discovering the root cause and then saying that's what I'm going to go uniquely work on. That's what I think my contribution to the world can be. What's up, folks, if you are enjoying this podcast or if you care about health, performance, fitness, you may really enjoy getting a whoop. That's right. You can check out whoop at whoop.com. It measures everything around sleep, recovery, strain, and you can now sign up for free for 30 days. So you'll literally get the high performance.

wearable in the mail for free. You get to try it for 30 days, see whether you want to be a member. And that is just at whoop.com. Back to the guests. What was day two of the idea? I mean, I love the very early part of an entrepreneur's journey because it sometimes gets a little bit jumped over. You're going to love this. Day two was buying the yellow non-profits for dummies book. Okay. Great. How do you start a nonprofit? There you go. You need a five a one C3, you have to file these forms of the government. You need a board of at least four. I didn't know that. You're going to need to have board meetings. So I learned very quickly, because my total experience had been, you know, nightclub promoter, you know, kind of solo subcontract,

you know, entrepreneur, and then maybe it was an LLC. I don't remember. And then taking pictures with the doctors. So I had to learn a completely new business. Now, this turned out to be a superpower for charity water because I had none of the trappings of institutional knowledge of what a traditional charity should look like. So I learned what you had to do, but then I really went day two on a listening tour. Hey, Will, I'm gonna try and bring everybody clean water and start a charity.

What do you think about that? And what I was hearing a lot at the time was people didn't trust charities. My friends were cynical, they were skeptical. They said charities are black holes. I give my money. I don't actually know how much gets to the people. Yeah.

Are these charities even well run? Yeah, the management takes all the money. And then I did some research and found there was data, behind that. 42% of Americans polled by USA Today just said we don't trust charities. 70% of Americans more recently pulled said they believe charities waste their money.

Seven out of ten givers believe charities are bad steward. So I basically said, all right, if I'm going to succeed in a mission to bring clean water to everybody on the planet, I'm going to need a vision that reimagines and disrupts and

reinvents charity. It's going to have to be a completely new way of doing things to attract these kind of people, the everyday person who is not giving to their parents or their grandparents charity. So the biggest idea I had was, what if I could create a business model or a structure where 100% of the money that we would take anywhere in the world, whether it was a dollar or a euro or a crooner or a million dollars, would go directly to build water projects that would result in humans drinking clean water. In a second audit bank account, I would somehow figure out how to raise all of the overhead and the staff

salaries and the office rent and the Epson copy machine money separately. So this kind of two bank account model I thought would solve the most common objection I heard out there, which is where's my money go? How much of my money goes? Well, 100% of your money will go. So then the add-on to that was realizing by creating a non-fungible flow of money, I could build technology to track micro donations, and I could prove it. So proof, and this feedback loop to donors became the second really powerful pillar. I could show somebody where their $11 went to a well in Ethiopia. At the time, we were starting right at the same time as Google Earth, this is before Google Maps. So I met the Google Earth founder and said, hey, can I put every completed water project up on Google Earth?

You talk about day two. And I bought a bunch of Garmin handheld devices for hundred dollars and we started training all of our local drilling partners to turn on a GPS device take a picture of it take a picture of the well that was built send that back to us we would upload that manually to Google Earth and then we would build algorithms then that eventually sent that to the donor saying this is your project or this is where your $11 went so proof became this pillar and then the third kind of big idea was I wanted to build an epic imaginative inspiring brand. Charities don't think of themselves often as brand. And as I looked at charities, I saw a lot of shame and guilt in the marketing. There was no Apple of charities. You know, there was no Nike at the

time. There was no virgin, you know, curious and whimsy. And charities, you know, put PDFs on their website and ask people to read white papers. And then charities ask people to give and send them tax receipts and ask them to give again, give again and give again and give again. So I wanted to really build a beautiful imaginative brand. So I put these three things together. Could we give away 100%? Could we prove where the money goes? Could we build this brand? And then probably the most important thing was I believe the work had to be led by local partners throughout Africa, India, Asia, Central and South America. We would have to go and find the local well drillers. And they would be the ones leading their communities and countries forward. So they would be getting the credit.

And if this thing worked, instead of scaling at HQ, we would create thousands of local jobs in each of these countries as we scale these small organizations. So you'll like this. Actually, day one, which was 18 years ago last weekend, was a party in a nightclub, was to go to my network, get a brand new club donated September 7th. It was my birthday, my 31st birthday. It was Fashion Week in New York. And I emailed every single person I'd ever met.

And I said, come to my 31st birthday. You've never been in this club before. I'm going to give you open bar for an hour, which was donated. But to come in, you have to put $20 in this big plexy box of the door. And at the end of the night, we had $15,000 in that box. And we took 100% of it to Uganda. We drilled our very first well. Then we sent photos, GPS coordinates, satellite pictures, and video back to the 700 people.

Smart. You said, you came to a party. You gave $20. Here is exactly where your money went. And people were so blown away that a charity had reported back to them on $20. I knew this was a distinctive. And if we could build that into the DNA of everything that we would do in the future, we could actually scale the organization and make a huge impact on the clean water.

Regarding the process for delivering clean water, was it obvious that you should build wells or were there other ways to think about getting people water? It started there with wells because Africa alone has five times more groundwater than it needs. for the next 100 plus years, often it is that as bringing in, you know, a million dollars in machinery. Well, that's where the community doesn't have, a $10,000 water project and you poke a hole in the ground. And the next thing you know, 300 people are drinking clean water. Water shoots out of the ground as they flush well. It's almost the most remarkable. Like, was it this easy? Was it really a 48-hour process to transform the lives of 300 people?

And it costs $10,000. It costs what some people spend on watches. It is that easy, often. So it started with Wells, and then we quickly learned in year one, let's take a solution agnostic approach. So let's be open to all technologies that are cost-effective and sustainable. Today, we have 12 technologies across a 29 country portfolio. So, yes, Wells is 112th. We do $2 million solar-powered gravity-fed pipe systems, and we do $70 filtration systems, like a household filter, and everything in between, rainwater harvesting systems. So there are many different solutions. The great thing about this, and maybe just to talk about the problem for a second, today,

703 million people on the planet are drinking disgusting water. 700 million. 700 million. One in 10 people are poisoning themselves today with dirty water. And what was that number 50 years ago? A billion when I started 20 years ago. Okay. So we've made progress.

We've added the global population and we've decreased the number. We went from 1 in 6 alive to 1 in 10 alive. So we made progress. But freaking one in 10 people are drinking dirty water. And, you know, God bless Elon, but like he is looking for water 142 million miles away on Mars. And we haven't solved water for our planet. So there is a deep sense of frustration that like we haven't even given humans water because of where they're born. So that's the problem.

82% of those people live in rural areas and 18% live in cities and towns. Most of the progress, unfortunately, over the last. couple decades has been made in those urban and peri-urban environments. So now it's kind of last mile stuff. Without water will, you know, there's no health. So in some of these countries, more than 50% of the disease still is caused by bad water. A third of the world's schools when I started didn't have clean water. So there's a huge implication when it comes to education.

Imagine sending your girl, your teenage girl, to a school with no water and no toilets while she stays home four or five days every month. Falls behind in her studies and then it's her role to walk for water. impact on women and girls. They're walking 40 billion hours every year, just collecting water in Africa. So they're not using that time for income or starting small businesses. So, you know, the fallouts, the human life experience fallout from not having clean water is profound. And then when you're able to provide it, it's truly transformative. So day one started, and we just told a very simple story. There's a bunch of people drinking dirty water.

We can go build a well. Here's where your well went. Now go and invite your friends and let's do more of that. Well, I appreciate the bridge from nightclub days to kicking it off with 15 grand. I didn't realize it was appropriate. It was everything I knew how to do it's kind of a redemptive turn. It was appropriate that you kicked it off of the nightclub. I mean, how big is your team now? So we've got about 7,000 around the world that are working on the water projects and about 120 here in the States and in the UK. And back to the early days, how did you create that founding team? It was generally. who would work for $40,000.

There was no money. You know, I think that's one thing, maybe similar of our stories. I didn't have a co-founder. So you are bearing the existential risk of bankruptcy every day for years. We were always running out of money, especially with this two bank account model. So, you know, I'm holding in, you know, I'm doing the fundraising. I'm trying to do these events. But the problem is that all of the money that I'm raising from the public, I can't use to go

pay those first few employees or myself. So I'm a volunteer at the beginning. Eventually, I get to a tiny spare room in a loft and I'm paying a little bit of money. So on one hand, I'm having all of this success. I think we raised two and a half million dollars the first year through this flurry of activity and the power of the 100% model. But I was running on fumes in that overhead account. Right. And we had a really powerful moment that I think you can probably relate to where we were a year and a half in, and I had $800, I think $890,000 in the water account that was going to go build about 90 water projects and a few weeks left in payroll. And I just couldn't raise the overhead.

I just couldn't find enough people to give on that side, but yet I'm successful on the other side. I start calling lawyers on how you shut down a charity. There was no book on that. Yeah, there's no, you know, shutting down a charity for dummies. So how do I unwind this thing? The 100% model didn't work. You know, I needed to be capitalized, I guess, to do this.

And interestingly, the advice I was getting from friends was to go borrow from the 900,000, the sacred public money. You know, write yourself an I owe you. Make your payroll. You got to pay your people. And I just remember believing, like, if we took one penny of the public's money that we had promised was for water projects, there would be a crack in the core of our integrity. I wouldn't want to work there. I wouldn't want to recruit people to that organization.

So I was just going to shut this thing down. And there was a wonderful story where at that meant, and I'm praying a lot. So I am a spiritual person. And I remember just like, God, like it feels like it's working. Like this is what I'm supposed to do. And now I'm going to start over. I'm going to go bankrupt.

And we're going to do 90 wells and that's it. At that moment. So I would cold email everybody. Well, I mean, I would just email everybody about ideas, and I had emailed this entrepreneur about trying to scale this birthday idea I had across the social media platform. He'd started something called Bebo, which, you know, there was MySpace and Facebook and Friendster and Bebo. I didn't even heard of Bebo at the time, but just wrote cold emails to everybody.

And at this moment, he kind of out of the blue response to an email and says, hey, I'm going to be in New York City. I'd like to come by and see you. And he comes in my office, and this is a really cheap. office. It was a printing press. There was grease on the floor, you know, some cheap photographs from our work. And I remember sitting down with him and clicking through my photos and my story on the laptop and saying, you know, basically we're out of money. But I think this model is really powerful when it's working. I remember, you know, he was British. He was not laughing at any

my jokes. He wasn't smiling. I thought this meeting went awfully. And on his way out, he says, well, let me think about it, you know, and let me get some bank account details, you know, So he stopped in accounting and got the, you know, the transfer. Three days later, it's 12.30 a.m. I remember I'm just under so much stress. You know, I'm bearing this. Nobody knows the existential, nobody knows it. I'm going to lay everybody off in a couple weeks.

And I get this email from him. Hey, Scott, it was great meeting you. I just wired a million dollars into your overhead account. I remember logging onto the bank and seeing that transfer 1 comma 0-0. It was a year of OPEX. It was a year of operating capital. And I lost it. dude, I just started crying.

I woke up every employee and volunteer, you know, that was in our core at, you know, 1230, 1245, 1, 115, like a million dollars were saved. And we never really look back. So I needed that moment. And I think what I actually needed more than the money or as much as the money was somebody to believe in me. I needed someone to say, kid, you just need more time. You need more runway.

And that was, you know, almost a billion dollars ago. today how do you think about fundraising for the sort of overhead of the business versus the charity water itself interestingly people like you so we went to people who had built Pinterest Twitter Spotify you know early Apple Google we went to entrepreneurs and today there's 130 families and entrepreneurs that pay all the staff salaries all the OPEX almost all of them have built this businesses. So we went to people and said, you know that an organization like Charity Water is only as great as the talent that we can recruit and retain because you've built businesses. So it's an amazing group of people. They sign up for three year commitments so I can plan cash flow. And I know that, you know, I've got an employee's salary covered for at least the next three years. We then try and then develop relationships with those people, get them over to see our work, you know, get them to meet the software engineers, the water programs, you know, the execs. So 130 families in one bank account, and we add about 15 every year, have now made it possible for millions of people to give in the purest way. And just a fun detail on that, we actually pay back credit card fees, which at the beginning, I thought, oh, that's kind of cute, right?

To say 100%, let's make sure there's perfect integrity. So Will goes online and gives $100 on his Amex. Sadly, I get 97. You wouldn't expect me to give more than 97 to a water project, but I said, I'm going to pay back the MX. fee, and I'm going to send Will's 100 and then track it. Today, that cost me, I think, $865,000. Yeah, right. It's going to keep going out too. But, you know, that has really helped us, I think, just, you know, these really bright lines around integrity and black and white. You know, I do about 100 flights a year. I fly coach. You know, I never wanted to use one of those

130 families donations for a business class ticket. Believe me, I take the upgrades whenever I can. But, you know, there's these deep stewardship principles in the organization as well that I think have really helped us win trust, which is so important. And it's not surprising just that your orientation in the beginning was to build a brand. I think building a brand is really a very hard thing. And it requires having these principles and then every day standing up for them. And there's so many chances to compromise, as you know. And if you think about the brand stewardship, today. Well, maybe let's start

earlier days. How did you find that you were able to establish those brand principles? Was it just very intuitive transparency and trustworthiness and, you know, these sorts of things that evolved and all? You know, we had our book of values and isms and I think, you know, the values are so similar. I mean, like, Enron

probably had some of the same values as we did around integrity and honesty. I think the isms were a little more interesting, you know, at Charity Water, we do things this way. We don't objectify the poor. No typos was one, this real desire for excellence. We design everything. We design internal keynote. Everything needs to look beautiful, even an internal presentation. There were all of these inspiration, not guilt. You know, so just trying to say, we don't want to

build a brand on guilt and shame. We want to build a brand that believes there's greatness in people. There's great generosity within you, even to an extent that you may not even, you know, like the call to greatness through compassionate service and giving and, you know, sacrificial generosity. So we wrote all this stuff down, and we, me, you know, wrote this stuff down in the beginning. And, you know, I think I've done a pretty good job, staying really consistent in that. You know, building it, we used influencers early on, but in a very unique way. On the one-year anniversary, I was thinking about scale. And I said, well, I guess I could throw another party in a nightclub, but that does not scale.

How many people could I get? Maybe I could get three times as many people in or charge 40 at the door. So I took it online. I said, what if I asked everybody I knew to donate $32 for my 32nd birthday, promised 100% of the money went? And then I would fly over to Africa and I would drill a well live via satellite where they could all see in real time where the money went. So I put all this together. I remember we coded my birthday page. You know, there was a PayPal button. This was not sophisticated CRM. And I wound up raising 59,000 online. And I did drill a well. And then I said, well, I'm not the only one that has a birthday that doesn't need gifts that doesn't need a birthday party. I don't need a tie or a wallet. What if I opened this up to other

September birthdays? So I think it was 100 and so people that joined. And I remember there was a seven-year-old kid in Austin, Texas named Max Schmidhauser. And he donates his seventh birthday. And he starts knocking on doors and he raises 22 grand. Wow. Yeah. And I remember thinking like anybody in the world could donate a birthday for clean water. So we wound up coding all of those pages individually like in HTML, you know, throwing buttons on them. That works so well. We raised over 150 grand. So it was actually 10x. So from my birthday, the 31st birthday, me plus the others was 150 grand. A year later, we built a platform, raised 1.5 million. So it was kind of this. expansive. And then we would go to people in Hollywood or in music and say, you don't

freaking need anything for your birthday. You know, ask your fans to donate your age and dollars. And then if you want, come with me and tell the fans where the money went. And we wound up getting, you know, Will Smith and Kristen Bell and Tony Hawk and Jack Dorsey and, you know, Daniel at Spotify and all these, you know, just incredible people who would donate their birthdays. Fascinating. And then many of them would come with me to see where their money had gone. So we raised over $100 million by kind of giving our story away and allowing people to own it. Well, I love there's like a theatrical thread through a lot of the work that you've done and charity, which I think you must have learned in the nightclub industry or you must

have just always had. But the, it's got to be fun. There's a hook, yeah, which is. I joke, like the first three letters in fundraising, it's fun. Yeah, that's right. It's not shame raising or, you know, guilt raising. It should be a blast. So we have been very, very, theatrical. You know, we made the first virtual reality film in our whole space before they were VR cameras. I got eight gopros donated. Got this guy Chris Milk to turn it into a 360 rig, sent my team to Ethiopia. They made this eight minute film where this 13 year old girl gets clean water for the first time. And it's beautiful. Well, like people would put on the headset and start weeping. Wow. Because you see her go from, you see your life changed. And I thought, well,

how do we, how do we debut this in a theatrical way? So we were doing our black tie gala at the Met Museum in New York. And I said, I know. Instead of serving dessert, I'm going to serve 400 VR headsets on trays. And after dinner, we're going to strap them on 400 people, where we're going to do the largest simultaneous showing. They're all going to watch the movie. And then the minute the film ends, I'm going to stand on stage and just ask them for money.

And we did it. And it worked. I bet that was. And it helped hundreds and hundreds of ways. So we are very much looking for, you know, the unique thing that people would talk about. We crowd front funded a million-dollar drilling rig once, and we gave it a Twitter and a GPS tracker. So people could follow it on Twitter. So every time it drilled a well, it would tweet, I'm here drilling in this community. And you could see the satellite image

of exactly where the rig that you had given $100 to was in real time helping people. I've long had this theory that people who develop a skill set in one area and then go into an industry that they don't know that much about, have a big opportunity to be disruptive. it's almost like you don't know any better and you also just bring some fresh point of view, you know? And so I think what you've done is really beautiful for charity water. So congratulations. Now, you mentioned you've been on WOOP since 2019. I got to ask you a little bit about that. How's your health these days? Pretty good. You know, I travel a lot. So probably the biggest problem is sleep on the road. Any tips for jet lag? You know, it's funny. I was in

London last weekend. I think what Whoop helps me a lot with is the sleep debt and just knowing when I need to catch up, knowing when I really do need to recover. We had a donor's wedding in London. It was very quick. I was going to be on the ground for 36 hours. And I land, you know, I have a dinner. I meet a donor. I have another dinner. And I go to sleep. And the shuttle was picking me up at 2 p.m. the next day. And, you know, I wake up at 9. I'm like, I'm going to go explore London. I have some free time. hit the snooze button, I wake up at 1.30 p.m. I slept 11.5 hours. Wow. And I knew that I needed that. And it was, I had a great trip. You know, I wasn't jet lag when I came back. So I use it all the time to kind of get these two hour chunks. I'll fly to Singapore. I'll take a nap for three hours in the day. And I'm trying to build up to sleep that feels manageable or sustainable. Right. Get out of that hole. I know a big trip. You know, I'm going to bed earlier. You know, I'm not having the IPA, you know, which unfortunately, gosh, I love craft beer. That's like my last vice, I guess, that I kept. And boy, it messes with your sleep. You mentioned that you've got a

whole spiritual practice. Yeah. What does that look like? Yeah. So I pray. I probably don't pray enough, but it's a really good way of managing stress. And I have seen so many almost inexplicable answers to prayer. You know, sometimes I feel like I don't do that enough because if I look at the track record, you know, we would be at the edge of the precipice. And I would reach the end of myself or my skill. And I'm like, all right, God. Like, if you want me to, I thought this was your idea, getting the world clean water. Like, I believe you want everybody in the world to have clean water to drink. So I'm just a servant here. By the way, Charity Water is in no way a religious organization. You know, I get to kind of live out my faith through work every day. It's a very

personal thing. And I, you know, I will see these extraordinary answers to prayer. I remember once, you know, we were getting kicked out of our office and I go up on the roof of that office. And I'm like, God, we have nowhere to go. We can't afford an office. I'm up. I was on a Blackberry at the time, which dates this. I'm up on the roof. And I get an email from someone that says, I have an office for you. And I can see it from the rooftop. I can actually see the building. Kind of like you guys from across Fenway, right, your old office to where you are now. So I've had so many of these. So that's one thing.

I'm going to go to church and we're involved in our local community as well. But, you know, it's, I guess my theology is pretty simple. And I remember when I started reading the Bible again, coming across this verse that said, true religion is to look after widows and orphans in their distress and to keep yourself from being polluted by the world. I was 0 for 2. For 10 years, I had done nothing to serve others. and not only was I personally polluted, I polluted others.

You know, the more people got wasted inside the club, the more money we made. So I really think of that as, you know, a lifestyle of service and then personal integrity. I have a one-year-old as well. So my sleep is completely jacked. So I'm turning 50 and my wife and I just had the surprise third. So I've got a 10-year-old and 8-year-old and now 1-year-old. It's wreaked havoc on my sleep, on my recovery. Baby wakes up at 3 in the morning.

I'm thinking about the business. It's all true. It's hard to get back. I've got my, yes, I have my phone outside the bedroom, you know, bricked still. You know, I'm thinking about all of the problems that I need to solve. And, you know, then it's 6 o'clock, finally fall back to sleep. And the alarm goes off at 6.30.

So I love it. The baby has been wrecked my recovery. I think we actually set up a link. So just charitywater.org slash whoop where they can learn more. There's a video on that page that's gotten, you know, over 150 million views. So people want to see some images of some of the stuff. that we talked about, just Charitywater.org slash whoop. And we have this amazing community,

not so dissimilar to your business. And I'll just tell one more story. I hit year 10 and kind of hit a wall at Charity Water where we stopped growing. And the birthday platform peaked and started declining because that idea became commoditized. And it was a one-time idea. You know, you Will would do your birthday once with us. You'd have a great experience. You'd go build a couple wells. You're like, I did that. Yeah. You might actually do your next birthday for another charity, a local charity, or go build a school. But we were not seeing repeat. So we had to keep getting new people. And I remember I had taken Daniel Eck from Spotify to Africa. And he had just done his 29th birthday, raised $45,000. And I'm taking him to see his well. And we're the back of a Land Rover.

And he's like, bro, your business sucks. January 1, you start at zero. Like, whatever you did the previous year, the ticker goes back to zero. You got to go figure out how to repeat all that and then grow. And I'm like, yes, Daniel, this is one of the most stressful things. And he said, that's not my business. I get a Spotify subscriber. I'm going to keep them for life. Right. I'm going to deliver value for the rest of the life. And then I'm going to get their partner or their spouse or their kids. So he convinced me to start a subscription business in year 10 of charity water, which we call the spring. And instead of getting music or, you know, health data like, like whoop, instead of, you know, TV or movies, you get nothing, but 100% of your money goes.

And we've built really cool tech, which shows people the impact of those donations. So that helps almost triple the business or the organization. I call it a business. It's an organization. It's a 501c3 nonprofit, but we think of it like a business. It helped triple it when we pivoted to subscription, and that's the best way people could help. So there's people here listening who could probably do $40 a month without thinking about it. That's one person that gets clean water every month. Wow. So if a million people are doing $40 a month, that's a million humans every single month. So as I think of the future of our movement of clean water, as I think of getting closer, yes, I need to keep getting these entrepreneurs excited about the overhead and the

growth of the staff. But it's really growing the awareness of the movement of everyday people who are like, I'm a college kid. I could do 10 bucks a month. We can do $5 a month. So we now have people in 149 countries that are a part of the spring. So that's one simple thing. Everybody could go to charity, www.org, slash whoop, learn about the spring and join us. Well, we're going to have that link in the show notes. And Scott, thank you for everything you've done. Hey, thanks for having me. Awesome. Fun conversation. Big thank you to Scott. for coming on the show today. Check out charity, water, and learn more. If you enjoyed this episode of the WOOP podcast, please leave a rating or review. Please subscribe to the WOOP podcast. Check us out on

social at Woop at Will Ahmed. If you have a question once you answered on the podcast, email us, podcast to Woop.com. Call us 508-443-4952. If you think about joining Woop, you can visit whoop.com to sign up for a 30-day free trial membership. It's the full experience for 30 days. Decide if you like it. New members can use the code Will. W ILL, get a $60 credit on WOOP accessories. And that's a wrap. Thank you, folks. We'll catch you next week on the WOOP podcast.

As always, stay healthy and stay in the green.