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BGBS 019: Chip Conley | Founder of Joie de Vivre | Becoming A Modern Elder

BGBS 019: Chip Conley | Founder of Joie de Vivre | Becoming A Modern Elder

BGBS 019: Chip Conley | Founder of Joie de Vivre | Becoming A Modern Elder

00:00 / 01:01:17

BGBS 019: Becoming a Modern Elder

How a passion for hospitality, writing, and business fueled Chip Conley to start (and eventually sell) the global boutique hotel group, Joie de Vivre, only to find himself as the “Modern Elder” at a crazy, high growth startup called AirBnB, and rediscover what it was he was always meant to do…

At 52 after selling the cool and rebel hotel brand he had started at 26, he could have retired. By today’s standards he should have retired… but the young founders of Airbnb came calling. He served as Airbnb’s Head of Global Hospitality and Strategy for four years — while also being CEO Brian Chesky’s mentor — and continues today as a Strategic Advisor to the company’s leadership.

Chip Conley is a New York Times bestselling author whose manifesto on ageism, Wisdom@Work: The Making of a Modern Elder, is inspired by his experience of being both a mentor and an intern in his 50s.

In this episode we talked about:

  • Chip’s story growing up, what his dad’s involvement was like, and how he became a brand builder.
  • What the effects of psychology had on Chip.
  • What an entrepreneur was perceived as, back in the day.
  • Chip’s early career in business school and how he learned commercial real estate.
  • How Chip caught onto the trend of boutique hotels.
  • How Chip came up with the name Joie de Vivre.
  • What the success rate was like for his grand opening and what he did to gain traction which would ultimately lead to great success!
  • Maslow’s Hierarchy of Needs.
  • Chip’s mindset during the dot-com bust.
  • How Chip managed to get up to 27 locations.
  • What led Chip to leaving the hotel business and how he got into AirBnb.
  • What a Modern Elder is and why that name was given to Chip.
  • Chips thoughts on how we are to understand humans.
  • Advice for those worried about growing older.


[9:46] “When I said to my father at age 12 that I wanted to be a writer when I grew up, he said he could send me to therapy.”

[16:07] “If I was going to start my own thing in the future and learning from somebody’s already doing it, it’s probably the fastest way for me to learn.”

[19:14] “I sort of history of proving people wrong and doing something that seems a little odd at first, but it turns out it’s ahead of the trend.”

[22:14] “There are very few companies whose mission statement is also in the brand name.”

[40:16] “I came to realize we were not in the Boutique hotel business, but we were in the identity refreshment business.”

[51:14] “There’s something called pattern recognition and artificial intelligence is about pattern recognition, but human intelligence is about pattern recognition as is wisdom. Wisdom is another way to describe pattern recognition.”

[55:27] “What’s important to hear here is that the social narrative which is, you know, you hit your midlife crisis and then it’s all downhill from there, it’s not actually accurate.”

[58:50] “A musician must make music, an artist must paint, a poet must write, if he is to be ultimately at peace with himself. What a man can be, he must be. This need we call self-actualization… It refers to man’s desire for self-fulfillment, namely to the tendency for him to become actually in what he is potentially: to become everything one is capable of becoming.”

Links Mentioned On Our Show:


Wisdom @ Work

Modern Elder Academy


FB @chipconleyauthor, Insta @chipconley, LinkedIn

Abraham H. Maslow books

The Happiness Curve by Jonathan Rauch

BGBS 018: Frank and Jacqueline Bonanno | Bonanno Concepts | Creating Happy People

BGBS 018: Frank and Jacqueline Bonanno | Bonanno Concepts | Creating Happy People

BGBS 018: Frank and Jacqueline Bonanno | Bonanno Concepts | Creating Happy People

00:00 / 01:42:39

BGBS 018: Creating Happy People | Frank and Jacqueline Bonanno | Bonanno Concepts

Today’s story features the husband and wife team behind Bonanno Concepts, Frank and Jacqueline Bonanno.

Frank and Jaqueline Bonanno have built a restaurant group in Denver on the values of Pride, Family, and Excellence. If you talk to any of their hundreds of employees they’ll all tell you the exact same thing. Not only with they tell you this but they believe it with all their hearts. They believe they are family. They have tremendous pride in what they do and know that the product they are providing is excellent.  It is clear that these values permeate their business and their culture because this is how they view food and it’s place in our lives.

Frank and Jacqueline Bonanno fell in love over after-shift drinks and romantic conversations centered around deeply flavorful food, nuanced service, and the business of restaurant excellence. In their twenty odd years as a couple, Bonanno Concepts built nine restaurants, two bars, a pie shop and a 16-venue marketplace.

Eighteen of their executive chefs and managers used their experiences with the Bonannos to springboard restaurants of their own, and in a very real sense, the Bonannos have shaped and elevated the culinary landscape in Colorado.

We conducted this interview, sitting in the wine room of their very first restaurant – Mizuna.

In this episode we talked about:

  • The history of Mizuna; what Frank was doing prior to being in the restaurant business and what steps led him into owning not only Mizuna, but many other businesses.
  • What Frank thought his parents, especially his dad, would have said about him being in the food industry, which actually had a surprising turn for him.
  • The specificity of Frank glorifying Italian food.
  • Jacqueline’s history growing up in Indiana and coincidently working in the restaurant space growing up and going through her college years.
  • What led Frank and Jacqueline to pursue a journey in the restaurant industry and business.
  • Tips Frank has for people wanting to go into culinary school.
  • Frank and Jacqueline’s thoughts on the lack of passionate and qualified workers in the restaurant industry to step back and become a leader.
  • How Frank and Jacqueline met…and their different versions on how they fell they in love.
  • The very specific details Frank and Jacqueline notice that make the biggest difference to the overall quality and experience in food service.
  • Pizza pizza pizza!! Why Pizza is so important to Frank and what he loves so much about it.
  • Frank’s pizza competition experience as a judge and his thoughts on why people have a particular pizza preference.
  • The journey of Frank’s positions in Denver working for many places, building numerous experience, and practicing his systems of managing.
  • Frank’s thoughts on what it’s like being a chef and what anyone could expect.
  • The “unique” decision for naming the restaurant Mizuna.
  • What opening day for Mizuna was like and why it was an instant success!
  • The tragic loss of Frank’s partner Doug and what impact that had on them and the business.
  • How Jacqueline ended up getting involved with the business and how she learned the restaurant business.


[10:23] “Basically I did like the food service industry and I served as a kid in the best means for me to surf during the day was to work in a restaurant at night to make money when I was in high school and college.”

[12:31] “We didn’t tell my father I was cooking for about a year and a half until after I decided I really was just going to do this seriously because he wanted me to get into real estate or finance or something, something different.”

[20:11] “It’s more of if you learn the proper way to do something and learn it really well, you’ll be good at it the rest of your life, you’ll be well rounded.”

[23:53] “[Frank] I think that it is just very difficult to find the quality of person who wants to step back and learn and grow in a position because you can go make 50 cents more an hour tomorrow working across the street and the attitude is I can, I just want money and so the passion is not there that was there 20 years ago. [Jacqueline] It’s hard to remain passionate when you have a huge college loan bill you’re trying to pay off.”

[39:13] “The thing to me about pizza is that it is the most artisanal food. It’s just like pasta. You start with flour, water and yeast. You cultivate it and then it goes into a really hot oven. You put fresh cheese that you’ve made. Fresh Mozzarella we’ve made on top of it with some really quality imported Italian tomatoes and fresh basil like I just, the simplicity of pizza is why I love it.”

[58:59] “The hard thing about being a chef is letting go for sure. Because if you’re trying to be too controlling, you’re probably not gonna be successful. If you can’t trust people to do it. And that would be the same thing in running any business.”

[70:48] “We were on a three-month waiting list from the day we opened.”

[97:35] “20-year-old self looking at me now, would probably say, I can’t believe what you’ve accomplished. That would be it, probably. I never thought you’d be here.”

Links Mentioned On Our Show:

Bonanno Concepts




Osteria Marco

BGBS 017: Mike Arzt | Co-Pilot of The Public Works | Born To Shred

BGBS 017: Mike Arzt | Co-Pilot of The Public Works | Born To Shred

BGBS 017: Mike Arzt | Co-Pilot of The Public Works | Born To Shred

00:00 / 02:01:44

BGBS 017: Born to Shred (EXPLICIT)

“One of my favorite sayings about entrepreneurship is: If you want to understand the entrepreneur, study the juvenile delinquent. The delinquent is saying with his actions, “This sucks. I’m going to do my own thing.” Since I had never wanted to be a businessman, I needed a few good reasons to be one. -Yvon Chouinard

In this episode you’ll hear a story of how a passion for snowboarding, photography, and entrepreneurship positioned Mike Arzt to travel the world, chase snow and become one of the most successful photographers in the snow industry.

The Japanese have a concept “eye-ki-guy”(Ikiagi) that means “a reason for being.” The word “ikigai” is usually used to indicate the source of value in one’s life or the things that make one’s life worthwhile.[1] The word translated to English roughly means “thing that you live for” or “the reason for which you wake up in the morning.”[2] Each individual’s ikigai is personal to them and specific to their lives, values and beliefs. It reflects the inner self of an individual and expresses that faithfully, while simultaneously creating a mental state in which the individual feels at ease…

If that’s not the definition of Mike Arzt, I don’t know what is…

Mike is generous, relaxed, and intense at the same time. He’s been through a lot going through many career journeys. He chases snow like he’s independently wealthy and works at his job like he doesn’t know where the next dollar or meal is coming from.

Mike is a personal dear friend in my life and I am proud to have him as a guest on the Baby Got Backstory.

In this episode we talked about:

  • Mike’s Dad being an entrepreneur co-owning a private independent pharmacy in Connecticut, instilling some of the values he had on Mike at a young age.
  • Mike’s early years growing up in Connecticut, taking regular trips to Stratton, Vermont and gaining an interest in snowboarding.
  • How Mike would work hard and get physically beaten up to get his certification for the chairlifts to board at Stratton, how he made a deal with his parents that allowed him to miss a day of school a week to go up to Stratton, started a ‘Snurf and Snowboard club’ that led to them getting a discount at a ski shop. Mike was extremely dedicated to snowboarding any chance he could get.
  • How Jake Burton was a “hero” to Mike and how his brand really spoke to him and his tribe of snowboarding.
  • Mike’s years at his first job “Ryan’s Ski and Sport” as a senior in high school. He was later given the responsibility to figure out the snowboard buy for that year and was given a roughly $100,000 budget to manage!
  • What led to Mike’s professional interest in photography for snowboarding and how his father had a great influence on that process.
  • How Mike’s parents were very supportive of the career decisions he was making, wanting to go to Vermont and work at Burton.
  • Mike going to UVM, working in the retail showroom, and then working his way up to manage a product line at Burton working for Red. 
  • Mike’s unfortunate and highly stressful end working for Red and how it led to him working for Burton.
  • What it was like for Mike working for Burton, going to places such as the Olympics, servicing pro snowboarding athletes and providing data to Burton, which was similar to what he was doing working at Red.
  • Why Mike ended up leaving Burton and started to work for a multimedia company (Blue Torch) out in Irvine, California, which would unfortunately only last 3 months…
  • The journey working at Airwalk and the opportunities that arose for Mike working there.
  • Mike being laid off from Airwalk which led to him painfully contacting each athlete to share the bad news of letting them go. This event was “perfectly” timed with Alison also being laid off. So, they were on a 7-day cruise, unemployed, and with no clue what they were going to do…
  • In a struggle to find work and make money, Mike managed to sell some of the photos he had taken and really got into a professional stance with photography and also tried to broker his service as sports marketing and team management help.
  • The reacquaintance of Mike’s friend, Frank Philips, and how he moved out to Colorado allowing them to work together to form a business, Hellbrook. Mike talks about Frank and the history of Hellbrook and what it meant to them at the time. After working with each other for some time, they would later form the company The Public Works and Mike talks about how The Public Works was born.
  • Some of the challenges Mike and Frank faced while running their business as the industry continued to grow.
  • The talk Frank, Mike and his industry friend Jason Winkler had about buying a building for their business. After finding the perfect location to form Battery 621, they would later find that the building was in pretty bad shape and would need a complete makeover. Mike talks about the rebuilding process and how stressful it was for him, and also what it’s like working in a co-working space.
  • Mike goes over some of his favorite photos he’s taken and what they mean to him.


[9:02] “The master in the art of living makes little distinction between his work and his play is labor and his leisure, his mind and his body, his education and his recreation, his love in his religion. He hardly knows which is which. He simply pursues his vision of excellence at would ever, he does leaving others to decide whether he is working or playing. To him, he is always doing both.”

[20:50] “I think this is that part of, you know, do you even call snowboarding a sport or I mean people are as passionate about hunting or are so many things right, that are hard to explain to other people how it drives you that much.”

[38:54] “That was one thing my parents did push me on. I think I was down in one last class and I heard a lot of like, could you please just get that diploma and be saying like hasn’t really gotten my way yet that I don’t have it.”

[45:39] “I love that there’s just certain people and random things that happen in life that completely change your course.”

[74:21] “I just did everything I could to hustle and try to make the commitment at that point that I wasn’t going to go chase an in house job again. I was going to try to do it all on my own.”

[77:33] “Hellbrook has never been about a place. It is about a feeling, a philosophy, a goal, a friendship, new friendships, passion, fear, excitement, new challenges, failures that result in a desire to do better, a dream. It is about life and what we want out of it. Hellbrook is different to everyone, but our goal is to create an environment that helps everyone find his or her own “Hellbrook”. If Hellbrook is the same experience each time you go there, we have failed. Hellbrook cannot be static. Hellbrook is about getting up earlier, hiking harder and faster to get their first. You could wait for someone else to come down to tell you it sucked, but you would never hit the major score. If you get up first, hike faster only to find out it’s not good, what should you do next time? Get up first, hike harder and drop in first. There are many people along the way that help you find Hellbrook. Some may play only a small part, but you would never find it on your own. Welcome to our Hellbrook.”

[100:22] “You’re surrounded by good people and people that believe in you and tenants that want it to work and you figure it out and a lot of people along the way teach you and you make mistakes and you just keep pushing through it. But sometimes if you don’t know how far in over your head you are, maybe got a better, better chance of getting back out.”

[108:31] “You know, it’s cool to have photos of the pyramids in Egypt or you know, other famous landmarks or beautiful scenes but, what really stands out is it’s the shots of the people and some of the other stuff that was happening that are those super super memories.”

Links Mentioned On Our Show:

The Public Works





Mark Sullivan: Snowboard project

BGBS 016: Barney Waters | KSWISS | CEOs Wear Sneakers

BGBS 016: Barney Waters | KSWISS | CEOs Wear Sneakers

BGBS 016: Barney Waters | KSWISS | CEOs Wear Sneakers

00:00 / 00:56:03

BGBS Episode 016: CEOs Wear Sneakers…

Barney oversees all aspects of K-Swiss, the global sneaker brand, having taken over as President at the beginning of 2016 with a goal to bring the 50 year old brand back to prominence and profitability. Barney has driven fast change both internally and externally, and created a breakthrough brand position around entrepreneurship and brand transparency. Barney has also been Vice President of Marketing for heritage boot brand Palladium, overseeing the brand’s global re-launch and all aspects of brand communication. Prior to Palladium Barney was based in Boston as Vice President of Marketing for PUMA North America during the brands explosive growth period. Now based in new offices in DTLA, Barney is originally from London, England and has been in the footwear industry for over 15 years.

In this episode we talked about:

  • What sort of fashion Barney was into growing up when it came to clothes, shoes, and music.
  • Barney’s early career in the software industry moving into the sneaker business, both in marketing, and his original aspiration, to be a sales person.
  • Barney becoming head of marketing for Puma and later head of marketing for Puma in North America seven years later.
  • What led Barney to move to California and what strategies he implemented to rebuild Palladium.
  • The history of KSWISS and the reasons why the founders designed their sneakers the way they are.
  • What led to Barney becoming the president of KSWISS and the process he took to get there.
  • The importance of timing and fashion trends as indicators to maximize the full market potential.
  • What sort of strategies Barney did to get the KSWISS brand back to relevance.
  • The focus on considering the brand a “tennis specialist” which was a heritage American tennis brand, and the only one in the world.
  • The importance of branding and tips Barney used to change the perception of the KSWISS brand.
  • How Barney got Gary Vee involved with KSWISS and how his involvement turned into a great success.
  • CEOs Wear Sneakers podcast and where the idea for the show came about.
  • The plans for KSWISS future and some of the programs Barney is working on.


[03:48] “I just love the fact that you’re actually sort of the chess player. You’re the one who’s sort of scheming and calculating and trying to read the market and put together the plan, and I like that.”

[17:29] “I could have told a great story about how we’re the number one best running shoes for marathons, but if that wasn’t what the market was buying, then I have a great story that’s irrelevant in terms of selling shoes.”

[22:50] “…look, product sales and marketing have to be aligned. In other words, if marketing creates an amazing campaign and gets a ton of eyeballs and then that consumer goes to the mall at the weekend, but there’s no case wishings in the stores, then that brand awareness cannot be converted to a sale.”

[23:09] “…you’ve got to be careful that you’re not, marketing isn’t generating demand. That can’t be fulfilled because sales, hasn’t been aligned on the plan.”

[25:38] “I mean, that’s probably one of the things about having an older brand is the good news is that people really like and trust in the longevity of a brand,  that the downside is, you’ve got this baggage because it’s hard to change the perception of that brand because that perception of the brand resides in somebody else’s mind, not in yours.”

[38:20] “I think these days branding is becoming much more important for companies. I just feel like we always pick our presidents or CEOs from the commercial side, either the CFO or the head of sales and brand is probably the most important thing now because, there’s parity in features and functions.”

[39:09] “I feel like branding has raised an importance. If you’re not a company that is solidifying what your brand stands for and building what your brand stands for and then communicating that, then you’re going to be in trouble.”

Links Mentioned On Our Show:

Gary Vee Dark Cloud Shoes

Clouds and Dirt Gary Vee shoes

88 Knit-Clouds and Dirt Shoes

CEOs Wear Sneakers Podcast




Gary Vee (Vaynerchuck)


BGBS 015: Maxine Clark | Build-A-Bear Workshop | Everyone Needs A Teddy Bear

BGBS 015: Maxine Clark | Build-A-Bear Workshop | Everyone Needs A Teddy Bear

BGBS 015: Maxine Clark | Build-A-Bear Workshop | Everyone Needs A Teddy Bear

00:00 / 00:59:24

BGBS Episode 015: Everyone Needs A Teddy Bear

Maxine Clark is one of the true innovators in the retail industry. During her career, her ability to spot emerging retail and merchandising trends and her insight into the desires of the American consumer have generated growth for retail leaders, including department store, discount and specialty stores. In 1997, she founded Build-A-Bear Workshop®, a teddy-bear themed retail-entertainment experience. Today there are more than 400 Build-A-Bear Workshop stores worldwide.

Maxine Clark is the founder of Build-A-Bear Workshop & Chief Executive Officer of Clark-Fox Family Foundation. She’s made many impressions with her skills and abilities to have the vision of the consumer and her unique strategies when it comes to branding. While working her way up the chain in her career path, Maxine, at age 48, successfully managed to structure, build, and grow her billion-dollar company based on hugs and love…

In this episode we talked about:

  • Maxine’s loss of “Teddy”, her teddy bear, that had left her devastated as a child. She shared many experiences and secrets with Teddy and losing him was a traumatic event for her.
  • Maxine’s life growing up and wanting to be a civil rights attorney. She went to college, majored in journalism, eventually went off to law school, and started work in department stores where she made it into a company division in Washington.
  • What the retail experience was like back the day for Maxine and how malls were the highlights of the retail industry.
  • Maxine’s previous employment work landed her to great opportunities to becoming a buyer and then later working with the CEO as senior executive with May Company, and then later became the President of PayLess.
  • The customer-oriented natural skill Maxine has and how she’s applied it to her previous work and her business.
  • How Maxine sensed the rise of the internet and focused on the use of technology to create a better customer experience for her early start of Build-A-Bear Workshop.
  • Maxine used her skills and vision to build her business as an entrepreneur working for other companies.
  • The importance of children and the role they play for our future. How it’s important to hear their voices and ideas and help them live out those dreams.
  • Maxine shares the importance of sharing your own ideas and how to put your heart out there for it.
  • Some of the key components and operations that ran the success of the first early Build-A-Bear Workshop store and some of the issues Maxine had to face while starting out.
  • The Growth of Build-A-Bear Workshop and the gradual success, as well as the hard times facing the 2008 and 2009 recession and the change in the mall business due to factors such as higher gas prices and the rise of online shopping.
  • The events that led to Maxine leaving Build-A-Bear Workshop, in a heartfelt way.
  • The Delmar Divine non-profit project Maxine is currently working on.
  • Maxine’s unique look at how she views branding and what ideas she executed for Build-A-Bear Workshop.


[16:22] “The journey is far better than the destination.”

[17:03] “So I just really was able to know pretty firsthand what the customer was looking for. I had good instincts about that.”

[25:37] “You have to constantly be innovating and that’s what made retailing so successful.”

[26:37] “We do need to do a better job of connecting young people with talent and ideas to people who can execute it.”

[29:56] “Curiosity is really what made the world what it is today. Somebody thought there could be something better and they invented that better, and that’s what we’re all prospering from.”

[30:55] “If you don’t put your ideas out there, other people can’t add value to them. They also maybe can’t steal them, but more importantly they can’t add value to them…people can’t steal what’s in your heart.”

[55:49] “I look for the Bentley and then I figure out how to do it on a Ford-budget.”

Links Mentioned On Our Show:


The Bear Necessities of Business

Delmar Divine

Clark-Fox Foundation

May Company