Ladies and gentlemen, you can just do

things. You can go. You can

>> you can just do things. And and Jay Yang

Jay Yang is the ultimate example of this

uh permissionless permissionless uh

philosophy to just get out there in the

world and start going for it.

Permissionless action. Uh cold email

beehive CEO Tyler Den at 16. Began

working with Noah Kagan at 17. dropped

out of college to get on Alex and Leila

Hermosy's media team thereafter. Now

best seller about to be bestseller

again. We must welcome in inside of the

show the one and only Jay Yang. Author

you can just get in here.

>> Let's go.

>> Get inside this show.

>> With the beehive hat,

>> what's going on, guys?

>> J. Hey, man. Welcome to the show.

Appreciate Appreciate you making the

time to join us, brother.

>> Yeah, of course. Thanks for having me

on, guys. Absolutely, man. Jay, you

know, I think that, brother, you've got

a resume that most people like me who

are on the verge of 40 and beyond would

be very glad TO HAVE. BUT, BRO, YOU'RE

JUST YOU'RE OUT THERE LIKE living the

embodiment of your book and just doing

things on the interwebs. Uh, man, so

young, so now in the moment. Uh,

brother, tell me uh tell me about doing

some of these incredible things and

getting going in your career. It's it's

crazy to me that you have begun

operating like this with motion at the

age of 16 and beyond. I mean, give me

give me some background on you.

>> Yeah, of course. Well, it feels feels

kind of surreal to kind of be in this

place because only a few short years I

was I was that 15-year-old kid who was

watching shows just like this from the

outside and being like, I want to I want

to be in the inside. And uh you know, I

spent most of my career trying to figure

out how to get into these rooms with

these rich and powerful people. And uh I

I developed a framework that I've used

for for my career that's helped me kind

of work with the names that that you

just mentioned. And so a lot of the the

approach comes down to uh this number

one question I like people I like to ask

people which is how can you make this a

no-brainer for the other person?

>> How can you reduce the friction it takes

for the other person to say yes?

>> And so for the uh the beehive example um

I wanted to intern with Tyler Dank and I

knew that the number one friction point

would be okay this kid seems cool but

like what do we do with him? And so I

sent a 10 slide pitch deck to Tyler

saying,"Hey, here are three project

ideas that I'll help you guys do over

the summer. Pick one and I'll do it for

free." And that helped me land the

internship. And so I've been using this

pitch deck strategy for for the rest of

my career.

>> Okay. Okay. Okay. Okay. There's a lot

there. Jay, you have to like break down

where this like crazy high agency

framework that you have been like

endowed with has come from because I

would say the normal person would not

think like, okay, I'm going to make a

20page pitch deck and then send it to

this person. You are like incredibly

high agency. Where did this come from?

Man, I I wish I could tell you, but I I

think like just growing up, even from an

early age, I just had this I was I was

over blessed with a lot of drive and

ambition.

>> And so I think the the one thing that

helped unlock this is I was listening to

a podcast that no longer exists, but it

was called Backstage Careers by Jeremy

Mary. And he would interview people who

were working behind the scenes with

these top entrepreneurs and creators.

And so I got a I got to like see what

other people ahead of me were doing. And

then I said, "Okay, let's just see if I

can apply those strategies but to my own

career." And so that's how the the pitch

deck strategy was was really born.

>> This is this is so smart to me because

like if I got an email like that, I

would say like who who does this? Like

who is this kid?

>> LIKE WHO IS THIS GUY? LIKE I WANT TO

TALK TO THIS GUY, YOU KNOW? LIKE LET'S

make this happen. Like it really it

really stands out. Uh and so you you did

the thing with Beehive. Um, I bet that

went very winsomely.

>> And then, and then the same kind of

thing happened with uh with Noah Kagan

over at um Absumo, I guess. Yeah.

>> Or Sumo, whatever he was calling it at

the time. And then uh and then you're

like in college somewhere. And uh and

then, you know, I got I got to leave

that. I got to leave that and join up

with the Hermosis. I mean like this is

uh this has led to like incredible

experiences on I mean incredible

experiences for you. Jay, what what did

you take away from like working with

Noah, working with the Hermosis? I think

I think just about everybody on the

internet would love to do that.

>> Gosh. Yeah. I learned so many things. I

think what I've tried to do in my

career, I had a mentor tell me early on

like um you know, skills pay the bills.

And so I've always tried to optimize for

learning before earning. And so at each

stage of my career, I could have like

after B, I could have started a

newsletter agency. After no, I could

have started a marketing agency and went

all in. But what I try to do was trade

my current skill set for better skill

sets. And so I would basically take the

skills I learned at Beehive, and let's

let's go learn marketing with Noah, take

the marketing skill I learned with Noah,

and let's go learn business and scaling

with Alex and Leila. And so each skill

set was like trading for the next one.

Um, and I think that was the biggest

lesson I learned from them is they're

all relentless learners. Even at the top

of their game, they're constantly

studying what's working. And, um, I'd

say that that's helped me a lot in my

career.

>> It's like you're you're collecting the

skills like infinity stones, trying to

get all of them and just maximize the

gauntlet.

>> Um, Jay, I'd love to talk about your

your thesis and your take on the

difference between S tier employees and

A tier employees. you wrote that like

basically the difference between an S

tier and an A tier employee is the

amount of responsibility you can give

them and then how little instruction

that you can then give them is the

difference. Could you talk a little bit

more about this?

>> Yes. So that tweet was because I am now

at a point in my career where I'm hiring

people which which sounds insane. Um,

but I I I recently hired two different

people and put them on trials. And by

the end of the first week, the first

person finished all their onboarding

tasks and did the next week's worth of

work.

>> Wow.

>> And then the other person struggled to

log in. And by the end of the week, I

had to check in and say, "Hey, like

what's going on? Like, are you okay?"

And they're like, "Oh, I'm just still

trying to log in."

>> And right off the bat, like it's pretty

obvious which one I'm probably going to

go with.

>> And I think like working with Noah, I

started writing Instagram captions for

him. like I wasn't I didn't start as a

head of content I started doing the

tedious boring tasks and eventually I

slowly absorbed more and more

responsibility instead of just writing

the captions I would say hey I wrote a

caption and I created an Instagram post

let's test this and then I'd say hey I

made a a Twitter thread back when

Twitter threads were a thing let's test

this and I slowly started to absorb more

and more responsibility until eventually

when he's like hey I need a head of

content he thought of me and so the

biggest thing that I can uh tell people

especially if they're early on in their

career here is to find your and and so

this is one of the biggest things I

learned at acquisition is I joined the

media team and I knew a lot about

organic content at the time but I didn't

know anything about paid ads and scaling

and so I said you know rather than

saying hey can I get transferred from

the media team to the marketing team I

put together a batch of ads and sent

them to the the director of marketing

and here try them for free

>> and so like you know promoting someone

into a new responsibility or new task is

inherently risky for a company and so

rather than uh waiting for a promotion,

just do the work up front. Show them

that you have the skill set so that when

they do think of someone, they think of

you.

>> Wow.

>> I I have always

found and I've wondered I've wondered if

it's just because I'm uh a little too

ADD, but I'm I'm always like oriented in

this way. Maybe it's because I get bored

of tasks too quickly, but I want to like

do this thing. Okay, that's going well.

then I let's like try something else,

you know, otherwise otherwise I'm I'm

going to go crazy. But this kind of

thing to me, it's like a uh it's like a

little measure of hunger, you know? It's

like how much hunger how much dog in in

is there in there that they just want to

gobble up something else? And I didn't

have to tell them to do it. I didn't

have to pitch it to them. I didn't have

to beg them or plead them. They just

started doing the thing because they got

dog and and hunger inside. I mean, does

that does that resonate, Jay? Are we are

am I on the same page and wavelength

with you? I think there's a lot to this.

>> Yeah, 100%. I think high agency people

create their own opportunities. They

don't wait for learning or

responsibility to come to them. They go

out and make it happen.

>> Well, you know, Jay, we're talking about

the new book here too that is uh work

with the best. Could you talk a little

bit about, you know, I I want to talk

about basically what it's like working

with the best people. How do you filter

who is getting into that orbit? who is

the best and then who are you filtering

out and say basically saying like ah

that's not that's not the best person I

want to have in my orbit right now.

>> Yes. This is super exciting. I actually

just got the author copy for my new

book.

>> Let's go baby.

>> Let's go Jay.

>> Super excited. U I I think like you know

everyone always says like it's not what

you know it's who you know.

>> But no one actually tells you how. Like

how do you get on the radar of these

people? How do you get their attention?

How do you create value for them? And so

what I wanted to do was write a book

that helped people go from outside to

inside. And so um one of the things I

talk about in the book when identifying

people you want to work with is what I

call the four-pillar framework. And so

for to put this into perspective, uh

about a year and a half ago, I was in

college and I got the opportunity to

work with Alex and Ila, but I was also

running a marketing agency while in

college. And so I had a ton of emotion,

you know, like I don't want to drop out

and miss out, you know, being with

friends, but I also don't want to

disappoint Alex and Ila. And so I said,

"Screw emotion. I'm just going to think

about this from like a logical

quantitative standpoint." And so the

four-pillar framework were the four

things that mattered to me the most in

my career, which was learning, how much

am I going to learn, earning, how much I

going to make, and how much is this

going to increase my capacity to make,

network, who am I going to meet at the

company, and who am I going to meet

because people came through the doors,

like the business owners that came

through the doors. And then story, how

much is this opportunity going to create

future opportunities? And what I did was

I ranked being in college and running an

agency and joining acquisition.com out

of 40 out of 10 for each of those four

categories and the acquisition.com

category one which is why I chose to go

there. And so like when I when I'm

talking with people about like hey who

should I work with or how do I evaluate

opportunities? I always say to them like

okay well what four things matter to you

most in your career and then how can you

make a logical decision based on that.

>> I love that.

>> Love that.

>> I do love that. And it's like what's a

better story? What's the better network

opportunity than being with the

Hormosis, you know?

I'm not sure there is, you know, I'm not

sure there is. Yeah, it's lore, Jay. You

know, um, so I find this I find this

interesting. When I first heard like the

topic of this book, like work with the

best, I I just figured I just figured it

was like hiring the best people, you

know? That's what I figured it was. But

it's it's it's totally the opposite.

It's like I want whose sphere whose

realm do I do I want to get in and how

do I do that? Which I I find fascinating

and I think you underlined here. Nobody

does talk about that. Like how do you do

that? To me it seems like a great sequel

to the whole thesis of permissionless

action. You know what makes a no-brainer

for them and and how to build how to

build on this. I mean, tell me, just

give us some give us some clues here,

Jay, about finding out who who do you

want to be with and then how to get into

their into their realm, what you've done

several times in your career at this

point.

>> Yeah. The thesis of the book is that the

fastest way to get the life that you

want is to help someone who's already

living it. And so, I fundamentally

believe that you can get a lot of what

you want out of life if you ask yourself

these two questions consistently. Number

one, what do I want? And number two,

what inputs will increase the likelihood

I get the output that I want?

>> Yeah.

>> And so when you know those two

questions, you can then reverse engineer

the actions you need to take. So for

example, if I know that I want to be a

successful author or entrepreneur, I can

ask myself, well, does learning how to

write and how to build a business from

other authors and entrepreneurs increase

the likelihood I get that output?

Probably. Does developing consistent

writing habits and posting online

increase the likelihood I get what I

want? Probably. And so you can start to

filter every decision through that lens

of what do I want and what inputs

increase the likelihood I get what I

want.

>> Jay, where do you come from? Like where

like

this is I was going to ask the same

thing. I was going to ask the same

thing. No,

>> like where like it's just like how do I

hire like 12Js all the time? like it's

just your framework that you're looking

through the world is so leveled up

compared to everyone else. I'm so

curious how you would did did you do any

like private education or did you like

self-educate basically very early on to

like basically level up your thought

process and your the lens at which you

see the world is completely unique. I

think I think you probably know this at

this point, right? Like it's it's

completely unique compared to

someone that's your age would be

thinking about like, hey, how can I go

party and like go hang out with this

chick right now? Like it's just so

different.

>> And and not even not even just not even

just your age, Jay. And a lot of people

don't think this way.

>> A lot of people don't think this way.

Um, and like when you're talking to me,

like I can hear it's like Hermosi is

back there somewhere and then it's like

it's like coming through like a Jay

filter, you know? It's like I feel like

I feel like you and Hermosi are like uh

you know, you're like blood brothers

with some ways back. I mean, it's it

feels this way, Jay.

>> Yeah. I mean, I've I think I've stolen a

lot of things, not just from Hermosi,

but from the people I've, you know,

learned in the past. Even Kobe Bryant

like when he says, "Hey, you know, the

likelihood that I get past a lot of my

peers by working out four times a day

instead of two is hot and so LET'S JUST

GO DO THAT.

>> LET'S GO, BLACK MAMBA."

>> JAY, you know, you know, for the D

founders or the e-commerce operators

that are listening, if they want to do

content like you, you are incredible at

content. That is that's very obvious

from this. You're an expert at content.

What advice would you have in 2026 for

that that founder that is operating that

direct to consumer e-commerce business

on standing out when it is a very you

know it's a bit of a knife fight right

now.

>> Yeah. I think you can apply that same

lens of what do I want and what inputs

increase the likely to get what I want

to content. And so if we know that

influence is your ability to change

people's behaviors, then you can reverse

engineer the the things that you need to

demonstrate to become more influential.

And so, you know, one of the things that

I I've learned from Herozi is that

influence comes from three places that,

you know, I call the ptl framework.

Comes from power, trust, and likeness.

And so power is when you show that you

have what other people want. And so

power is relative. So, for example, if I

was in a bar, uh, a bartender has a lot

of power over me because they control

the flow of drinks. Once the bartender

steps outside of the bar, they lose

their power, right? And so, this is why

you see people with the the cars and the

mansions, whatever, stand out. Now, you

can also demonstrate power in other ways

than just that. Um, but you want to

demonstrate that you have either the

skill set, network, audience, or

resources that that other people want.

The second thing is trust. And so, trust

is belief with evidence. Belief without

evidence is called faith. And so trust

is important because what you want to do

is you want to increase the likelihood

people listen to you, right? And so if I

say, "Hey, you should drink more water."

And you listen to that that piece of

advice and you implement it and you get

a good result, then the likelihood you

comply with another piece of advice is

high. And this is why Martha Stewart is

so influential because for decades, she

gave women like step-by-step directions,

recipes on how to bake something good or

cook something good. And then those

women followed the directions, got

compliments from their their friends,

families, and neighbors. And now they

associated that value with Martha. And

the last thing is likeness, which is how

much do you look and sound like the

other person, right? We listen to people

who are in our inroup. And so that can

be both from physical attributes and

also internal attributes. So what you

look like, what you sound like, what

you're wearing, then also what you

believe, what you value. And so if you

can demonstrate those three things in

your content, power, trust, and likeness

over and over and over again, you will

increase the likelihood you can

influence people.

>> That's a great framework, Jay.

>> Geez. Jay's cooking.

>> Jay,

>> Jay's absolutely coing.

>> Jay, you're just packaging things so

well. It's almost like you're an author.

Jay, uh, what I will what I'll bring up

here in the end, Jay, you know, it seems

like what you are doing in your career

at this point. I mean, it seems I'd love

to know all the things that you're

doing, but it seems like you have gone

from like a serviceoriented

done for you kind of service to a more

like productized I am producing a thing

that you can purchase and then you know

take away um, educate yourself on. talk

to me about that transition and the why

behind it, but I also I'd love to know

about all the things you're doing, Jay.

I I have a I have a sneaking feeling

that there's even more than just the

books that you have rolling off off the

line here.

>> Yeah, there's a there's a lot that I've

been working on behind the scenes. Um,

but I would say my number one focus has

definitely been this book. This is to me

it's the end of a chapter in my life.

And so for the last five years, I spent

most of my career trying to find the

best in the world and get as close to

them as possible.

>> And now we're about to enter a season

where I now implement those learnings.

How can we turn the stuff that I've

learned into businesses and products

that people can use and love? And so

this book is one of them. I also just

started a YouTube channel and my first

video went out yesterday. And so that is

super exciting.

And uh yeah, other than that, I have a

lot of a lot of stuff cooking up soon

that will all be revealed.

>> I'm looking.

>> Yeah, we got we got to push the YouTube

out

one day ago. I see you. I see you on

here, Jay. I'm subscribing right now,

brother.

>> Let's go.

>> Incredible, man. Incredible. Well, um

let's see. We need to hit Jay. When is

the book coming out? What's the launch

date?

>> How do people stay up to date? How can

we make sure that we can all uh you know

rally the troops here and push this

thing up to number one again like you

have done before. Maybe we'll go from

Amazon to New York Times this time. Who

knows?

>> Let's go. Well, this book will

officially be out September 30th, but

you can pre-order a copy right now on

Kickstarter. And I think the cool thing

is uh the more copies you buy that you

don't personally want, they all get

donated to students. Like my goal is to

get this book to as many young people's

hands as possible. And so that's why

it's on Kickstarter. And uh to stay

uptodate, jayinspires.com.

>> Jang Inspires.com.

Even you got the philanthropic uh

philanthropic angle here, Jay. I love

it, man. I love it. Jay Jay Yang

Inspires everywhere on social. That's

where we find you, right, Jay?

Incredible, man. You You uh Golly, maybe

I need to find a way to work with you is

what I need to do. Jay, incredible, man.

and we appreciate you making the time to

join us. Um, we're going to be looking

forward to this book coming out. We'll

cut this up and clip it and share it

everywhere because everybody needs to

pay attention and get in on what Jay is

doing, the implementation of all the

wisdom he has gleaned over the past few

years. We appreciate you making the time

to join us, brother. We look forward to

having you back, man. Congratulations to

you.

>> Let's go. Thanks very