Ecom Growth Insider · Podcast episode

Stop Chasing Big Affiliates (Do This Instead) | Dr. Adam Hotchkiss

With Dr. Adam Hotchkiss · Published 2026-08-18 · 1h 1m · Hosted by Andrej Tumachowitsch

Stop Chasing Big Affiliates (Do This Instead) | Dr. Adam Hotchkiss

Dr. Adam Hotchkiss is a foot and ankle surgeon who built AlgoRX, a telehealth brand for athletes and lifters. On this episode - recorded when AlgoRX was at $1.4M a month - he walks through the run that started at $70K a month, at net margins he says top 30%. The brand has since passed $1.7M a month. The moves behind it: a full rebrand in two weeks after six months of customer data showed who was really buying, turning on paid ads after avoiding them entirely, and going all in on content the moment it proved itself.

The headline lesson is the affiliate math. Adam says his affiliates with millions of followers sell a small fraction each month, while one creator with about 6,000 followers sells hundreds of thousands. So he stopped cherry picking big names, hired a director of partnerships, and is recruiting an army of nano and micro affiliates, including creators who go live daily to a few hundred loyal viewers who trust them completely.

Founders also get the unglamorous side: a team of four running a proprietary, API-connected platform instead of rented software, a 64% abandoned cart rate that still converts because demand is real, five or six platform bans (including an unban-then-extortion story), and why Adam runs the company as if he will sell it, even though he probably won't.

What you will take away

• Niche the brand, don't widen it After six months of customer data showed young, athletic males were the real buyers, Adam rebranded the entire company in about two weeks and says revenue almost doubled right after. His rule: if you're a company for everyone, you're a company for no one.
• Nano affiliates outsell mega affiliates Adam says affiliates with millions of followers sell a small fraction monthly, while one creator with about 6,000 followers sells hundreds of thousands a month. He hired a director of partnerships to scale from the 30 affiliates he managed himself to thousands.
• Chronically online creators are the newest unlock A creator with 3 to 6,000 followers ran daily lives with hundreds of viewers who follow him through his whole day. Adam says that level of trust converts far better than polished short form content.
• Lean, proprietary ops protect margin AlgoRX runs on a team of four with a self-built platform that connects doctors and pharmacies by API, so nobody inputs orders by hand. Adam credits that automation for the 30%+ net margins.
• Checkout friction is survivable when demand is real Adam keeps the doctor fee at $15 and shipping at $15, and subsidizes overnight cold shipping at a loss. Even with roughly 64% cart abandonment, conversion holds because customers know the alternatives are worse.
• Brand is the moat in a commodity category Adam says AlgoRX is cheaper than 95% of competitors and about 20 brands sell the same products at the same price. Brand affinity, not price, decides who gets picked in that search result.
• Platform dependence is the biggest daily risk The account has been banned five or six times while 70% of $50-60K days came through Meta spend. Adam is diversifying to TikTok, Snapchat, and Reddit even though none convert as well.
• Run it like you'll sell it, even if you won't Adam hired outside help to run mock due diligence on his own company. Acting acquirable keeps the business clean and profitable whether or not an exit ever happens.

Jump to a chapter

• 00:00 - From Foot Surgeon to Founder
• 05:19 - The Honda of Healthcare
• 08:08 - The Two Unlocks: Rebrand and Ads
• 14:33 - Taking Content In House
• 18:40 - The Nano Affiliate Army
• 24:47 - Lean Team, Real Margins
• 29:50 - A Cult on Top of a Pharmacy
• 33:55 - The Insider Choice
• 38:11 - The Founder Channel He Isn't Running
• 41:17 - Platform Bans and Extortion
• 47:27 - The Exit Question
• 55:56 - Rapid Fire and Where to Find Adam

Full transcript

Lightly edited from the episode captions for readability. The episode is the record - where they differ, the audio wins.

00:00 - From Foot Surgeon to Founder

Andrej: Adam, you're a foot and ankle surgeon by training. How does someone like you end up building a performance medicine company doing eight figures a year?

Adam: Oh, yeah, man. It's a long story, but I'll try to summarize it quickly. As you mentioned, I was a foot and ankle surgeon. When I got into medicine, I got into medicine because I was so interested in fitness. I had become really kind of engrossed in bodybuilding at the time, which led me down the rabbit hole of physiology, anatomy, and learning how to build my body and everything. And that just was a natural progression to enroll in school and take all the prerequisites for medical school and go down that road. And then in my mind, I thought if I was working on the lower extremity, I was going to be working with a lot of trauma. So, sprained ankles or broken ankles, basketball players, football players, soccer players. And I saw some of that in my training. But in practice, it was largely, I would say, honestly, 90% plus diabetic patients. So patients with diabetes who might be morbidly obese and have lost feeling to their feet, and due to the loss of sensation, they developed ulcers. And I was having to cut off toes and cut off feet and cut off legs. And it was the exact opposite of everything that I wanted to be doing. I wanted to be helping people flourish and be healthy, and instead, I was just basically keeping them alive. I was doing much more of what I call sick care and not healthcare.

So I was actually found by Derek, More Plates More Dates. And he brought me onto his clinic, and I worked with him for years in the kind of health optimization space. And I loved it. It was the answer to everything that I was looking for in my own personal career. I had a lot of just happiness doing it. It was very fulfilling. The problem was that I saw an issue, which was there was a really high barrier of entry for a lot of people. As I mentioned, I was a bodybuilder in my younger years. I started around 18, so my entire 20s I was bodybuilding, and I needed a place like these health optimization clinics that knew my needs and would be willing to help me. But I would not have ever have been able to afford the price tag that came along with them.

So just for reference, when you're starting with some of these clinics, the bare minimum is usually an entry lab panel that's around $450. Then you're looking at a doctor visit, that's $250. So you're already at $700 before anything, before even discussing where to go next. $700 when I was 19 would have been a month's paycheck, basically. It would have just wrecked me. And then you get upselled on different lab add-ons and supplements and different peptides and medications that you don't need. So I would literally see these younger kids coming in and they were getting invoices for maybe $3,000. And all they wanted was maybe something to help with their blood pressure because maybe they're doing anabolics, or maybe they wanted tadalafil, which is to increase their blood flow and improve their cardiovascular health. And I knew that we could probably be giving them that stuff for around $30 a month or a dollar a day. I knew there was no need to have this massive price tag. For some people, that way of doing things is great. For the high earner, for the executive who wants somebody to be a coach for them and really hold them accountable, that's great. But for the person who knows what they need, who has a small budget that they're working with, it wasn't the place.

And there was no place like this. So I formed Algo to basically be the company that I needed in my 20s, which was, I knew exactly what I needed, and I just wanted a safe, reliable source for it. So what I would do back then was order from Indian pharmacies. A lot of it would get confiscated. I actually got a letter in the mail from the government saying that I was under surveillance because I was shipping in these medicines that were regulated. So that was scary. So that was one option. The other option is what's called research use only. So companies will make the exact pharmaceutical drug, but then they put a label on it that says, this is not for human use, it's for research use only. So on the forums you talk about it, oh, I'm going to buy this for my mouse and research it. Which we all know means you're going to take it yourself. And there's zero regulation when it comes to that. I mean, honestly, most of these are made in someone's kitchen sink or their bathtub and they're shipped out. So those are kind of the options for a young guy who is looking for healthcare in the performance space. Because if you go to your doctor and say, hey, I'm a 19 year old kid who looks super healthy, I'm muscular, I've got a beard. First, if you ask them to get your testosterone tested, they're going to say you don't need that, you look fine. And then if you say something crazy like, I want to take Viagra or Cialis so I can get better muscular pumps in the gym, they're going to laugh you out of there and probably kick you out of their practice, because it's just unheard of to them.

So I wanted to make a place where if you know what you want, you can log on, add it to cart, checkout as easy as you buy your supplements, but on the back end get the medication prescribed by a real licensed physician that you get kind of 24/7 access to, and that gets shipped from a US based, FDA regulated or monitored, licensed pharmacy. So we were able to do that with Algo. So long story made long. I was trying to make it short, but there you have it.

05:19 - The Honda of Healthcare

Andrej: Yeah, I mean, you worked inside one of the big expensive health optimization platforms, as you mentioned. What would you say, what specifically was broken? Was it just the price, the access, the product? What were the issues that led you to saying that you can build something better than that, or something that people actually want?

Adam: Yeah, and I wouldn't want to say that it's broken, because again, I think that it was an amazing service. It was extremely fulfilling for me and it helped so many people. The problem again was that it was such a high price tag. You wouldn't say that Ferrari is broken just because it's for a certain person. I just knew that there's people out there who needed a Honda, and I wanted to make the Honda for healthcare. I wanted it to be cheap and affordable and reliable. So that was the biggest issue, and it was much more for, again, the person who kind of needed their hand held through everything. They wanted concierge medicine. So maybe they were earning 200 thousand a year and they could afford having somebody talk to them every day about what are you going to eat and what are you going to train, and talk to them about the supplements they're going to take and the medication they might need. But I knew there was people out there like me who didn't need any of that. I wouldn't have wanted any of that. I knew what I was doing, just give me access. So that's why I made it. So it wasn't so much that I was fixing a broken system. I was just adding something that wasn't available yet.

Andrej: And was it just based on your own needs or, as you mentioned, what the 20 year old Adam would have wished to have? Or did you also do some research? Did you ask other people? How did you approach that?

Adam: Well, when I was there with them, I was seeing 20 patients a day, and Derek had a young audience. So there was kind of a mismatch there, because Derek's audience was much younger athletes who were probably involved in steroids and things like that. But then the company was much more targeted to the high earner, kind of older executive. So there was this mismatch a lot. They would come in and they would want this. They might come in and just say, hey doc, all I wanted was tadalafil, but I already paid 700 just to get to this point, and now the price tag at tadalafil, I can't even do it. It wasn't what they expected, and I felt really bad about that every day. I wish that we had a way that we could lower the cost for people who knew what they already wanted. So that's why I made it. So yeah, it was for me. But it was also because every day I was seeing guys run into the issue of, I just can't afford this service. I would be much better off just using research use only, because that's 20 bucks a month versus maybe 1500 bucks a month. It was a no brainer for them, but that scared me, because now they're using unregulated, dangerous products. Let's make it so they can use safe, pharmaceutical grade products for just a little bit more, but way less than what all the other guys were doing.

08:08 - The Two Unlocks: Rebrand and Ads

Andrej: Yeah, yeah, that makes sense. And I mean, based on the growth of the company, there was definitely a big need for that in the industry, and a lot of people that are interested in that kind of approach and kind of product. Beginning of last year, you're doing about 70,000 per month in revenue. Now, one and a half years later, 1.4 million a month in revenue. When you look back, it's usually never a smooth line in terms of the growth of the company. What would you say, what were the two to three specific unlocks that allowed you to grow as fast and take you to the next level?

Adam: Yeah. So our first six months felt extremely tough. I know that that sounds crazy to all other business owners out there, that we struggled for six months to get up to 200,000 a month, but we bootstrapped the whole thing. We had zero outside investment. I left my medical practice. My co founder left his great kind of C suite ish job. So we left this and we really kind of thought we'd be an overnight success. And when we weren't, it sucked. So there was kind of six months of grinding. The biggest unlock we had was I did a massive brand overhaul. After six months of collecting data of who was purchasing from us, I was able to look and say, this is a very specific demographic. It's young, athletic males, which is perfect, because that's kind of who I envisioned always selling to anyways. But for some reason, I think a lot of people make this mistake. We kind of thought, even though they're going to buy us, let's cast an extremely wide net and capture everybody. So our branding was very clinical. It was white. It was stock images of the doctor smiling at the clipboard, maybe an athlete running. So we were kind of, well, this will appeal to the soccer moms and the executives, and also the bodybuilders will use us. It wasn't true, because if you're a company for everyone, you're a company for no one. So I noticed that and I just said, you know what? Screw this. I'm going to lean 100% into this performance group. These young, more like a younger millennial, Gen Z crowd. And the bodybuilding space in particular, or the health and fitness space in particular, lean into that. It was almost within two weeks, we had almost doubled our revenue. We suddenly became a brand that people aligned with. We started using their language. We used their imaging. We did everything to make it feel like when they come into this universe, they're in their own universe. This is a brand that they can identify with. So that was probably the largest unlock.

And then obviously, ad spend. We didn't do any ad spend for the first six months. I was kind of under the impression that everyone was going to be like me. And that means, I hate ads. I hate ads so much. I will do anything that I can to avoid ads. I swipe past them without looking at them. I hate email marketing. I hate commercials. I'll mute it. So I thought everyone was that way. Turns out they're not. And it turns out all the companies that came before us who spend millions of dollars on ads a year knew what they were doing. So as soon as we turned on ads and we really hunkered down on branding, it was a massive unlock for us.

Andrej: Yeah, yeah, those are definitely two big ones. And I think, from my perspective, also what shows a lot is that you had a lot of pretty bold moves, I would say. So, for example, with the rebranding, as soon as you had the data and the information that those bodybuilders and athletes are your real audience and the dream buyer for your product, you did the whole overhaul in one or two weeks. Completely new, redesigned website, social media, email marketing, ads. Everything completely night and day difference. And then also, I remember, I think it was end of last year or beginning of this year, while we were just hitting the 6k per month in ad spend, you decided to bring on a 25k a month content agency, then a 7.5k UGC agency, also doing content in house. And when you saw that content is important and that's where a lot of the growth is coming from, you basically went all in on content, and super aggressive, when a lot of brands are very hesitant and they want to test it slowly first. And I feel with you there's not that approach. It's, when something works, you go all in.

Adam: Yeah, I like the high speed, low drag kind of mentality, and move fast, break things mentality. I wish that we had more of it. I can be more cautious, but when it comes to media and brand, I'm huge on brand, 100%. I think about brand every single day. I just made a post the other day where I was drinking Cadence and I was just thinking, this is just salty water and there are so many electrolyte brands out there. Why do I pick this one? I picked that one because I resonate with their branding. I love every little aspect of it. The pictures that they decide to use, the font that they decide to use, the placement of it, that all means something. And it makes me feel like that brand was made for me. And I want to do that for our users too. So I really am really bullish on brand. And I knew that if we invested the money into the content that we could help build out that world, and we could get more brand affinity, and then with that, brand equity. So those were big ones. And then leaning into the ad spend was huge with you, because we've now, what, 20x our spend or more. It's insane. We just continue to spend more and more and more because we saw it working. And I think we would have been silly not to lean into both of those things, because we saw both of them work when we just kind of tried it. So it was, let's just go all in, burn the ships.

Andrej: Yeah. And they all obviously work together. I mean, when we joined you guys, you already had the affiliates working for you, and continued getting more affiliates on board. Then obviously a lot of content. And that is all what also helps with the ad spend. Because with the ad spend, we can use all of the content, we can use some of the affiliate content. We also, through the ads, we get more people on the social media that then see the content, and it all just works together and leads to a lot of growth.

Adam: Yeah, it's been awesome.

14:33 - Taking Content In House

Andrej: And then in March this year, you decided to take the majority of the content back in house and fire some of the agencies. I'm curious what led to that decision, and what does in house let you do that the agencies maybe couldn't?

Adam: Yeah, that's tough. I think the agencies that we worked with were amazing. I think they were a little bit more amazing than we were ready for. So I think that we were kind of a lower client for them, because I've seen some of their work with other companies who are probably spending more, frankly, and they're able to do a ton. We had a budget, but I don't think we had that big of a budget, because we were competing in their portfolio with people like AG1, for example. And it's like, yeah, I'm sure they're potentially spending like a million dollars. So if we have like $25,000 to spend on a campaign, who's going to get more of their attention? The bigger guy. So I just felt like maybe they were too big for us at this point. But then also, I'm just so extremely particular with everything. I mean, I felt like I was micromanaging them and probably hurting their creativity in a lot of ways too, because I would be, oh, the color grading's wrong here, or maybe the camera angle should have been here. And then I just realized, I'm doing all of the work anyways. I should probably just keep it inside, which is crazy. And I'm sure most founders would be, that's such a waste of your time. But I feel like it's not a waste of my time right now. I do feel it's important for me to be involved in all of this. I want to be until the day that I just physically cannot be any longer. Because at the end of the day, it is my brand, and I'm the face of the brand, and I want it to be a direct representation of me. So with that, I want to be the one that's directing behind the camera, or sometimes acting, or now I'm doing all of our own editing. I have a videographer who's great, but I'll bring it in and do the editing, so that way I can tweak how is this perceived to the world. The color grading, the font choice, the placement of the font. All of that is my decision. And again, it might be a waste of time, but it feels important to me. It feels like my way of kind of just being involved and being part of the brand. So when people are consuming that, they're consuming a piece of me is what it feels like.

Andrej: Yeah, yeah, I get that. I mean, you mentioned before that you basically edit every video yourself right now. Which, as you mentioned, a lot of people would call that a waste of time. Where do you draw the line between your taste and you being involved, compared to you becoming the bottleneck of the content?

Adam: Yeah, I definitely already see that that could be a potential issue. That's why I've already brought on a videographer and a photographer and ad agencies. Ads are one that were hard for me too, because I am such a stickler on brand, and I was convinced that we had to always be on brand with our ads. And it was actually you who told me early on, no, we don't have to. Because I was, I don't want this ad to be ugly. And then it turns out, the uglier the ad, probably the better that they do, a lot of times. I wanted it to be aesthetically pleasing and fit in the Algo world. So I had to step back and allow you guys to create a lot of the ads and just let you take the reins on that, which has been great. But I do feel that one day, of course, I will end up being the bottleneck there. So I think it's just about finding the right team member, which I haven't done yet. And I'm sure I will. And I think every company probably runs into this, even the big giants, Nike, things like that. They might have a creative director, but underneath them they have a whole team that is able to see their vision and then put it out. So I just need to build out the right team, but I still always am going to want to be involved. Like I said, until the day that I ever leave the company, if that ever happens, I want to be intimately involved with every piece of content that we put out. Just that way it feels authentic, it feels real. And you can know that if you're consuming and using our stuff, that again, you're using something that I had say in.

18:40 - The Nano Affiliate Army

Andrej: Yeah, yeah. You've also said before that in your opinion, a great affiliate manager will probably be the difference between 1 million a month and 10 million a month. And that you want to mass hire hundreds of nano affiliates into a machine. Why are you betting on the next phase of the company being affiliates, instead of just pouring more money into ads or content?

Adam: Yeah, that was another kind of change that we had. In the beginning, just like we were very particular, or I was very particular, with the aesthetic and everything, we were very particular who we brought on. It was like, we don't want anyone to represent Algo unless they're cherry picked in the exact persona that we have. And I still think that that is important for kind of the top tier, for those who are kind of allowed to call themselves an athlete or are sponsored. I do think you should kind of cherry pick those and have them be a true representation. But I think at this point it would just be silly, frankly, stupid, to not try to leverage as many of the nano and micro influencers as you possibly can. And we saw that, because we have very large affiliates, affiliates with millions of followers, and they might sell just a small fraction monthly. And then we have somebody with like 6,000 and they're selling hundreds of thousands a month for us. And it's, wow, this is crazy. And then there's been actual studies that show that that's the exact case, that these smaller influencers are able to make a much, much higher conversion rate than the big ones. So not leaning into that in this day and age, again, I just think it would be completely silly. There are so many case studies before us that have done this. Companies like Comfort, the sweatshirt company, or Bloom. All of them, they hedged their bets on affiliates and now they're these multiple billion dollar companies because of that.

So that is kind of the next thing that we're definitely trying to do. That was something that I historically kind of managed, the affiliates, and that was easy when we had 30 of them. But now I'm talking about, we want thousands of them. We want an army of affiliates who are using our product and telling about it, just so we can get in front of people. And there would be no way that I'd be able to do that. So our recent hire is bringing on that affiliate manager. We call him our director of partnerships. And he's trying to do just that, build out an army while also building partnerships with potentially other brands or institutions and things like that, so that we can just get in front of as many people as possible. We know that we have a product that's great, that a lot of people could benefit from. So it's always just going to be about letting people know that we exist.

Andrej: Yeah, and we see that a lot, with small influencers with niche following having a bigger impact on sales than the big ones. I think it's oftentimes because they have a very niche following and also much closer connection to their followers, because they still communicate to them a lot. They're close to them. The people that follow them actually are interested in the content and watch it. Compared to someone who has millions of followers, where a lot of people don't even actively watch them anymore, or are at least not as close to them and don't trust them as much as a small influencer.

Adam: Yeah, 100%. We have guys too that have very low following, but they're doing stuff like going live daily. That I think is the newest unlock. If you can be kind of chronically online, live or streaming, that is huge. Because those people, they literally feel like they're going through their day with you. We had a creator out here last month. I think he only has something like 3 to 6,000 followers. He was doing a live and there was hundreds of people on there. And it's crazy to think, it doesn't seem like a lot, but 100 people stuffed into a room would feel like a lot of people. And he has those people tagging along with him throughout the whole day. So when he says that he uses Algo, that's a hundred ears that are hearing, I trust this person, and they're using a brand. I will too. So that's been massive for us, leveraging those creators who are kind of chronically online. That is huge.

Andrej: Yeah, yeah, definitely. If people are especially live streaming, as you mentioned, and then the viewers are watching a lot of the content, it's a completely different thing compared to someone who just creates a lot of short form content. There it's the least amount of involvement. Then if they do long form YouTube videos, it's slightly more. But then live streams are the ultimate one, of course.

Adam: Sorry, I was going to say, the hardest thing for us too, though, in this mission is that we are telehealth. So it's not like we can just mass send out medications to a thousand small creators. So we really have to work on building these relationships, where we have to actually reach out and talk with them and then get them through the process, and we have to pay for that upfront. So with a lot of these companies, their margins might be insane. They might be printing a T shirt or whatever, or making a supplement for a few cents to a few dollars and selling it for a massive markup. We're not that. So we have to be really strategic with each person who we are going to pay for a doctor for. We're going to pay for shipping, we're going to pay for the pharmacy, we're going to have to pay for all of that to get them to see if they even are interested in us. So it's hard, but it's a challenge that we've accepted and we're working on.

Andrej: No free tadalafil for every influencer.

Adam: The government says we can't do that. Unfortunately. We wanted to put it in the water and just get everybody hooked. But yeah, no.

Andrej: I think it's becoming mainstream now. I was listening to podcasts yesterday with Chris Williamson and Huberman where they were just talking shit, and just no specific topic. And then they came to the topic of tadalafil.

Adam: It was like the first three words of the podcast. How they opened it up was basically daily low dose tadalafil, which is 80% of our business. Which was cool to hear. I immediately sent that to all of our micro affiliates and said, here's the content. You can literally green screen this. Here's Dr. Huberman talking about all the benefits of what we've been saying for years.

24:47 - Lean Team, Real Margins

Andrej: Yeah, yeah, that's awesome. Now, most D2C founders brag a lot about revenue, but then quietly bleed cash. You're doing 1.4 million a month in revenue right now with over 30% net margins. What do you think, what are some of the decisions behind that that most other brands don't talk about?

Adam: How we got there? Is that what you're saying?

Andrej: Yeah.

Adam: I think largely it's because we run such a lean business. For the longest time it was just my co founder and I, we kind of did everything. Now even with the numbers that we're doing, 1.4 last year, projected for 1.7 to 2 million this month. I'm sorry, not last year. Last month, 1.4 million. This month, 1.7 to 2 million. We've only hired two additional people, so we have a massive team of four of us working. So we've tried to keep everything as lean as possible. That was actually another thing that I didn't touch on. But we built our entire system as a proprietary system. So we don't use Shopify, we don't use any, basically, we're not renting out any platform. We built it all ourselves. One thing that I saw working with the other telehealth clinics is a lot of their stuff was very inefficient. They had a massive employee roster of people doing all the backend stuff. So they were inputting orders and shipping things out. And we wanted to make it as automated as possible. So really all we need is our system, and everything else is API. We API with the doctors and the pharmacies and everything. So we don't need any of the middlemen. So that's probably been the biggest thing for us, was putting that upfront capital. It cost us a lot and it took a long time to build, but it's been huge, because we don't have to worry about any of that manual order input that a lot of people have to do. When a patient is filling out their survey, that's automatically generating a note for the physician. The physician basically can come in and hit accept. That's about the entire workload that the doctor would have to do. And then that gets sent over to the pharmacy, and then the package gets sent out to the patient. So it's completely hands off. Which is great. I think that's what saves us the most money.

Andrej: Yeah, yeah. And that is great. But from a customer perspective, I mean, based on the industry, there's still quite a lot of friction, and someone can't completely just add to cart, check out, and that's it. They still have to go through a form and pay some additional fees. How big is the impact, the negative impact of that, on the conversion rate that you have?

Adam: I thought that it was likely huge. Just recently we implemented heat mapping and we were watching people, and we saw abandoned cart and stuff like that. And I think we only had an abandoned cart rate of 64% or something like that. Which is crazy, because as you mentioned, you can add to cart, and then when you get to cart, you learn that I'm going to have to pay a doctor, which we keep very low. We keep it $15. As a doctor myself, I know that my lowest possible visit that I would get reimbursed for is probably 150 bucks. And that's when you talk to the patient for maybe two minutes. So we brought that cost way down to $15, and that just passes straight through to the doctor. We don't touch that. And then they have to deal with $15 in shipping. And that's because a lot of the medications have to be cold shipped. We actually pay more than that too. So we actually lose money on shipping. But we felt like anything more than 15 was just going to hurt the customer. So we actually subsidize a lot of the shipping, because we're doing overnight cold shipping on a lot of these things, which gets very expensive. But anyways, all that to say, I thought that when they get to checkout and they see 30 additional dollars tacked onto their order, that it was just going to completely erode, destroy the business. But it actually hasn't. We have a massive conversion rate. And I think, one is just because there's a need for it. Because people realize that they want this stuff, that they need this stuff, and they know the alternatives, which are, I can pay an optimization clinic thousands of dollars, or I can do an illegal activity and order from another country, or order from a sketchy research use only. So I do think they understand, and we try to do a lot of customer education in that too. This is why we're going to be a little bit more than the research use only guys, and why it's going to benefit you. And then the brand too. That's where the brand stuff comes in. I think that if you have a brand that people are loyal to and trust, there's no amount of money that they won't spend to use your product, just because they resonate with you. And we try to keep margins, or yeah, we keep margins lowish, and we try to keep our prices as low as possible. It's not like we're ramping it up and trying to leverage a brand against people. But we built a healthy business that we can sustain by doing that stuff.

29:50 - A Cult on Top of a Pharmacy

Andrej: Yeah. And that's, I think, a very, very smart move. So you're basically building a cult on top of a pharmacy. So underneath, AlgoRX is obviously a compound meds telehealth company, but you're building it way more like Gymshark, Bloom, or Cadence, with iron culture merch, the lifestyle aesthetic. Why does a pharmacy need a cult?

Adam: Yeah, it's something I've never seen done before. But as I mentioned, I'm just really, really into brand. And I love aesthetics. I love all of that. I've always been someone who's highly interested. Before I went to med school, when I was in high school, I thought I wanted to be a graphic designer. I was really into skateboarding, and I loved looking through the skateboarding magazines and seeing the way the ads were made. I was just obsessed with that stuff. I loved music, so I love art and I love brand, and I love communicating your brand to the masses. And I never saw one telehealth clinic go down this path. It was always the exact same cookie cutter thing, where we're going to use stock images of doctors and healthy people running up bleachers with a smile, and we're going to have very neutral colors. And there's no company that I can think of who is a telehealth company where somebody would choose to pull out their shirt and put it on for the day. And I want to take it even further. I want people getting tattoos that say Algo on it. That's the goal. I don't think we have any of those yet. But I think about that every day. I want to wake up and see a story where somebody shares an AlgoRX tattoo. I think of companies like Nick Bare, what he did with BPN, where so many people get the tattoo. Go One More. And it's amazing, because that was his mentality, that was what he thought. And there's other people in the world that resonate with that so much, so they're willing to put it on their body for life. And that's a true brand. That's the name of branding. And I want to make a true brand. I just don't want to be another telehealth clinic. I want to be an actual brand that people get behind. And it's a lot of fun building that too, because then we go out with our athletes and stuff and we get to meet all these people. People know who we are, and we're actually changing lives. It's awesome.

Andrej: Yeah. Yeah. That's amazing. And I think we might actually need to do a campaign at one point to push people to get the tattoo.

Adam: I think so.

Andrej: I think even if you just post it on Instagram, I think there would be people that are down to do it.

Adam: That would be cool. Yeah. Maybe we'll offer them some massive discount, or lifetime free if they get it. Just the first person.

Andrej: Yeah, yeah. What does that brand layer buy you that just having the products never could? Is it retention, pricing power, just defensibility against other brands?

Adam: Yeah. I don't know. Again, the pricing thing, we're actually very competitive. We're cheaper than almost all of our competitors. So it's hard to say that our brand is really doing the heavy amount of lifting, because again, we started this saying that we need to be cheaper, because we know who our demo is and we know they can't afford this stuff. So actually, when you look at our products, we're cheaper than 95% of the competitors. Few people squeak in a few dollars less than us on some things. But I think retention is one. And then two, just like I said, there's maybe 20 other brands. If you just search on Google, tadalafil, when you look at the Google thing, there's going to be 20 other brands that are the exact same price as us. What makes somebody pick us over them? And that's what the brand is. So I think that's the biggest thing, is that nothing that we're doing is new or revolutionary. I literally just saw somebody comment on one of our ads, all of this stuff is in my grandpa's pharmacy, in his pharmacy chest or whatever, in his medicine cabinet. And I was like, that's kind of the point. These are old medications that have been used forever. That should be cheap. And it's really cool to me that we're able to build a brand that kind of makes those old medications that your grandma and grandpa take, and make them cool. Cool because they are cool. Just people don't understand that. So we needed to build a brand to make people understand that.

33:55 - The Insider Choice

Andrej: Yeah, yeah, that makes sense. And I have to say, your customer list is wild. We recently looked at that, and there are hundreds of influencers, hundreds of ultra high net worth people, executives, athletes. You mentioned in the beginning of this episode that originally your plan was to build the Honda and to have something that everyone can afford. Why are you now becoming the insider choice for people who can afford everything?

Adam: Yeah, it's a good question. I haven't even thought about it. But you're right. We recently used, and I'll give them a shout out, which is Outer Signal. It's an amazing software where you're able to run your entire customer list and they tell you ultra high net worth customers or people of influence. They also segment your audience. So really great for any kind of e commerce brand that wants help with that. But when we did that, it was kind of mind blowing. The amount of famous people that we have, ultra high net worth people, massive influencers, that are all coming into us. And I think that comes down to brand. Again, you have so many choices. You can go to all of these clinics and they're all going to give you the exact same thing. But I think that what we do is make them feel like they're a part of something bigger. And I still feel like I haven't even touched the surface on that. The amount of things that I want to do, the brand activations, the gatherings, the events. Ideally one day I see us just being very similar to BPN and holding these massive weekend long events, or having a ranch that everyone shows up to. I really want that, because again, it's unheard of when it comes to medicine. You would never think that an old telehealth clinic is going to be able to do something like that. So I want to do it. And I think that that is going to make the people who, even though they could afford much more, they're going to choose you. There's that. And then I also think that it's just frictionless. If you're a high earning executive, you might not have time to sit through the meeting where you have to meet with the doctor, you have to meet with the health coach, you have to do the whole concierge thing. You might go, I was driving to work, I heard Huberman mention tadalafil. How can I get this super fast? Because I have a day of meetings. And with that, you can do it on your phone, click a few buttons, and you're getting it shipped to you the next day. So as much as I love to push on brand, I do think it's important, I also think that we've built a really amazing platform that is as frictionless as humanly possible while being compliant and legal.

Andrej: Yeah, yeah. And I think the in person events would be amazing. They're obviously always very, very difficult operationally, to have everything in place, but they have such a huge positive impact on just the customer base, the trust, the connection. Because everyone nowadays is looking for more connection and more personal connection, and through social media, AI, a lot of that gets lost. So having those in person events with a company and with a lot of like minded people, that will put the brand on a completely next level.

Adam: Exactly. I completely agree. Unfortunately, everything that we've done, it's a lot harder when you're medicine. We can't show up with tubs of tadalafil and just be throwing them out to the crowd. It's not going to work. So right now we're trying to innovate. We're thinking, what things can we do that are legal that we can bring to these events. And it's a challenge that's kind of fun. It sucks. I do wish that we just had something that we could order a ton of and put in the back of the truck and pull up to an event and let everybody have one. We don't have that. So we're trying to work on what kind of things we can do. Can we get a doctor out there, can we get a nurse out there? Can we be doing mobile phlebotomy where we're taking labs? Can we be giving B12 injections after they sign a waiver? Cool things like that. So it is, it's a fun challenge to have, but it's a challenge. We always have challenges in this space. Trying to be the cult supplement brand or apparel brand as a medical clinic that has all these regulations is extremely hard. That's probably why no one's doing it.

Andrej: Yeah. That makes it more interesting.

Adam: It does, yeah.

38:11 - The Founder Channel He Isn't Running

Andrej: And I'm curious, your personal account has roughly four times the brand's following. You also have a YouTube account with over 25,000 subscribers, but you're literally not posting anything on that. And I think that the founder story would print a lot of additional money. What is the real reason that you're not recording and not publishing anything there?

Adam: Probably twofold. One of it goes back to you asking, where will you personally become the bottleneck? That would be one. I just simply don't have the time to be running all of Algo's social and then mine. So that's a big one. Two would be, I guess I do have the time. If I wanted to make it work, I could make it work. But I've got a family, and I'm not going to subject them to me doing nonstop social media. In the past I've dedicated time to social media, and it's a full time job. So right now I do have a full time job doing social media, on top of being a founder and running all of the normal stuff. So it's already a lot, and that would be the main reason. I have talked to our videographer about potentially moving out here to California with me and just following me and helping me build the brand. And one thing again is that what we do is different. We're telehealth, and it's kind of boring. Most of my day is spent either on my phone, on calls, or on Zoom, and it would be kind of boring. There's not anywhere that I show up to. It would be the same exact video every time. I could talk about the business and stuff, and that's one thing I've thought about doing. Interestingly, it's been hard for me to do. It's hard for me to talk, I guess, because my platform was built more on health and fitness. So it's hard for me to kind of just pivot and say, hey, I'm making 1.7 million a month now. It feels braggy to me, and I don't feel like the people who are following me followed me to hear that. So there's kind of a lot of reasons, I guess, why I'm not. But I do plan on doing more of it. I'm trying to let people into kind of behind the scenes. I do different events, all of the content that I'm shooting and stuff, I'll try to be documenting it with pictures and showing that off. But my real passion now is just actually the brand. So I just put all of my attention into that. I would probably need somebody else to run my personal. I would probably care less about somebody running my personal than I care about somebody running Algo. Algo feels like my baby. I don't care if they make me look bad, but I don't want anyone to ever make Algo look like that.

Andrej: Interesting.

Adam: Yeah.

Andrej: I think at one point it would definitely be valuable to have the videographer follow you around. And even though you say a lot of it is boring, I think if you just obviously talk a bit about the behind the scenes, there's still a lot of people that are interested in that. And obviously when it comes to doing the photo shoots, like last week when you did the big affiliate week, but also if you do in person events, all of that should obviously be documented, because there's a lot of stuff going on.

Adam: Yeah, yeah, it's probably something that we'll get to, and I'm sure we will. It's just, like you said, where are you the bottleneck? I'd say that's it right now. I can't do both.

41:17 - Platform Bans and Extortion

Andrej: Yeah. You touched a few times on obviously the industry being very, very challenging. And I remember you once described the business like being in the home stretch of a video game, terrified that someone throws a banana and you lose the race.

Adam: That's true.

Andrej: I think for you at that point, the banana was the platform ban. How real is that risk on any given day?

Adam: Oh, it's so real, man. I forgot that I said that. But you're right. Why I feel that way is, we've been doing really good for a while now. We've just seen this massive, we've kind of hit like terminal velocity. We've just been skyrocketing. But all of that kind of lays on the shoulders of being able to get out there in front of people. So we're highly dependent on people like Meta and Google, things like that. And there's been multiple mornings where I wake up and our entire Instagram is deactivated. Kicked us off the platform, which then means our ad account is deactivated. We've lost the ad account by itself while our main stays up. We've lost them both at the same time. So we lose them all the time. It's probably happened five or six times now. And that's scary. I mean, when you're making 50, $60,000 a day, and you know that 70% of that is coming in from Meta spend, and then that's turned off, it's, holy crap, it's so scary. And then you never know if you're going to be able to get it back. So it's a huge threat, and we're trying to diversify as much as possible. So we're getting on other platforms. TikTok, Snapchat, Reddit. None of them are nearly as good at converting. But they also all come with their own challenges. They have the exact same restrictions, if not more. TikTok, for example, is even stricter, as odd as that is. There's places like Snapchat, but we'd have to find the audience on there. We'd have to kind of change everything that we do. So we're trying to diversify. It's tough, though. Our reliance on them is way more than I'm comfortable with, that's for sure.

Andrej: Yeah, yeah, that's frustrating. Because obviously everything that you're doing is compliant and you're following the rules, but there's still always this risk, because they just don't review things properly and just act. Do you want to tell the story of the guy who unbanned your account and then tried to extort you for it?

Adam: Yeah. So we've had to go through that multiple times, because, and we're no longer doing this, so Meta, if you're listening, we don't do this, but we've been, as I said, kicked off many times. In the beginning that was extremely scary, because that was our entire livelihood. And then you wake up and all of a sudden your sales have dropped by 50% or more, and you don't have any way of telling people that you exist. So our options are, reach out to Meta. And it's really annoying, because actually, if you do that, if you ask for a review, usually it's just a standard AI review again, and they immediately say, no, we reviewed you, and now you're not. What they usually do is kind of put a ban on you. I don't know, you might be able to explain it better. I don't know how to say it, but they give you a kind of preliminary ban, and then if they review you, they basically lock the key and throw it away. You're never getting back after they do the second review. So we know that we didn't break any of their rules. We're compliant. But we can't risk asking them for a review, because then they throw away the key. So then we're, okay, what do we do? So we're on the phone call with shady people in Turkey, and some of them just straight up took our money. So they took thousands of dollars, promising that they're going to get us unbanned, and then they disappear. One guy got us unbanned, and then he said, basically, in order to stay unbanned, now that I have access to your account, you need to pay me a retainer monthly. So there's all this stuff that we've had to deal with, which is just crazy. And I feel like no company should have to deal with that. But it just kind of, I guess, comes with the playing field. It's just really hard. The hardest part, like you said, is that we're 100% legal, we're 100% compliant. But their AI flags one word and thinks that we're not. And we can't ever get talk. Even though we're spending millions of dollars a year with them, we can't talk to a human. And then when I do, they just kind of brush over it and ask me to spend more money with them. It's just crazy.

Andrej: Yeah. To me it's crazy on the one side that that market exists, of people that you can pay to unban your account. And I have some team members that worked at Meta before, and they said initially, no way that's possible. But it is. And I've heard from a few people, I know a few brands that did that before or have to do that before. But the bigger problem here is that there's actually so many brands that need to use that kind of service, even though they are following the rules and even though they're compliant. You mentioned before, you paid a lot for the LegitScript certification. That gives you the option to promote it, to run ads. But Meta oftentimes doesn't care.

Adam: Yeah, the LegitScript certification means that they've really kind of looked at everything that we're doing and made sure that we're 100% legal and compliant. So they check in with our medical providers, make sure they're all licensed, make sure that our platform's HIPAA compliant, make sure that our pharmacies are legitimate. So it's kind of a stamp of approval that we are who we say we are. We're not just any random people off the street. We're an actual accredited telehealth platform. So you should kind of have free rein to say what you do then, if you're staying within their policy. The problem is that they'll say, this ad went against your policy. And then we're, I don't think it did. I'm reading your policy and it's fine. They never tell you, this is exactly what you said that was wrong. They just say, there was something in there that was wrong, figure it out. And you can ask for a review, but we're probably going to deny it, and then we're going to block your account for life. So you get stuck in this rock and a hard place.

Andrej: Yeah, yeah, it's crazy. But unfortunately, it's the biggest platform, and it is.

Adam: Yep. We love you, Meta. We're going to keep spending a lot of money with you. I feel like the more that we spend with them, things have gotten better. And it's kind of, I guess, you just pay to play.

47:27 - The Exit Question

Andrej: Yeah, yeah, exactly. Now let's talk about something a lot of founders wouldn't talk about publicly. You mentioned to me before that you're open, or you're considering at some point, exiting the company and getting it acquired. What is your current stance on that?

Adam: Yeah, I think I flip flop on that a lot. Well, first of all, I had this discussion with a team member who was nervous that one day we might be looking for an acquisition. And I was, honestly, every business owner probably has in the back of their mind that they want to sell this company one day. It's probably everyone's kind of end goal, because eventually you need to stop working, and you would like to make a lot of money on all the work that you did for the years prior. So I think everyone has that goal to some extent. That being said, at first I kind of think that we were trying to speedrun it. Let's just make this thing as acquirable as possible. We want to just beef up our stats and do really well and get out of it. But now I'm having so much fun building this brand and building everything and being able to do it on my terms that I don't think that I'm ready for that anytime soon. Of course, if somebody offered me $100 million tomorrow, I might have to take that. But I don't know. I'm also just having so much fun that I'm in no need to sell. And we're doing so good right now that I would just love to keep doing that. It's fun. It's a ton of fun building this thing. I also don't want an acquisition where I have to come on and now I have a boss. Because for most people, I think they think that an acquisition means, hey, they cut you a check and then you just leave the next day and you can kick your feet up. That's not true. I mean, a lot of times they come with a ton of stipulations, where it's, yeah, we're gonna give you a little bit of money up front, and then in order to make the rest of your money, you need to stay on and you need to hit all these metrics that we've set forth for you. And then some of them are probably out of reach, so you never end up seeing that final number. So you effectively bought yourself a boss, and I don't want to do that right now. It's just my co founder and I and our small team, and we're able to build this massive thing and have a ton of fun with it.

So I want to keep doing that for the time being. I think one day I would love to potentially get a strategic acquisition, or maybe it's some type of a merger, if we ever go down that path. I think I want to do it only so that Algo gets better. I don't want it to be just wrapped up in some PE thing and just another number in their line items and then just sold again. I don't want that for the company. I wouldn't mind if a bigger company or a pharmacy or something like that acquired all or part of us, just so that we can keep growing it. I think that would be the ultimate goal for me now, is let's just keep making this thing as cool as possible and as big as possible. And if that means selling off some of it so that we can do so, that would be really cool. But I'm not just looking to build something and get a paycheck and bounce, because I care about this company, and I think that would hurt all of the people who care about it too. Because often that happens in those, like I said, there's another number on a line item of a PE group and they change everything. So all the equity that you have with your customer can be ruined overnight. And we've seen that happen a lot of times. Like Dollar Shave Club. They had a cult following, basically, and then they were bought by a very successful, bigger kind of company, and they didn't do very well, because they lost that kind of mojo that the founders had. And I would never want that to happen to Algo.

Andrej: Yeah, I get that. And initially, when you were building to sell, or initially when you had that idea to scale it up as fast as possible and then exit it, did that change anything about how you ran the business back then?

Adam: Not really. I think you just get excited, because you're like, holy crap, we have a 20 million ARR. And if we sell for a 5x multiple of that, that's such a big number. And you've never thought of those numbers even coming your way. So it gets really exciting. But when you stop and think about it, that comes with a lot of caveats. But I guess no, it doesn't. Because I think that if we try to run it so that it can be sold, we're also running a very lean, very profitable business anyway, so it benefits us either way. So I do kind of like to build it so that it can be sold, whether or not we do, because we're just building a more efficient business that way anyway. So we've even hired people to help us go through mock diligence, just so that we are all tied up on our end, that there's no loose ends. Because from what I've heard from a lot of other founders and stuff is, when they go through diligence, they find all these things that they didn't know about their business, that they're hemorrhaging money in certain areas. So I feel like if we're always cleaned up and we're always trying to present ourselves in a way that is acquirable, we're actually going to be improving the business anyways. So I think that even if we're not going to sell, acting like we are is just beneficial for us.

Andrej: Yeah, definitely. Because if you just improve the value of the company, improve how it's working, the business will just become better. And usually it's also way less stress for the founders and the operators being involved.

Adam: And then we can reinvest that profit and just make it even cooler. And that's what I'm right now, just let's make this thing as awesome as possible.

Andrej: Yeah, yeah. If someone would be interested in acquiring it, what do you think, what are they actually buying here? Is it the 25,000 people customer list? Is it the brand, is it the systems, the products? Is it you? Which one of those are they buying? And which ones of those are you most comfortable with selling, and which ones are you least comfortable with selling?

Adam: Yeah, originally when we built this thing, like I said, we built it all proprietary. So in my mind I was always thinking we're a technology platform. Now with the emergence of AI and how efficient it is at coding, I think that a few months of somebody who knows a little bit of code and AI could replicate our system really easily. It wasn't that way three years ago when we were building it. So we really thought we're building something special, and we're going to get Hims to acquire us because we have this really awesome tech. And now I don't think we're a technology platform anymore. That was part of kind of the reason why I thought, dang, maybe we should just get out of this soon while this is still valuable, because it's not going to be. But now I think what they would be buying is more the brand. Right? It would be that point that I've been harping on, that there's hundreds of the same exact clinic. What makes us different? And there's a lot of people, just again using the example of Hims, just because they're probably the biggest in the space, is they have a certain demo. And I would say that their demo is probably like 30s, older. Nobody's really targeting the 19 to 24 year old. We are. So that's a really, really valuable demo too, because they're an aging demo, and eventually they're going to get older and they're going to actually need more healthcare. And if you have all the data that we have on them, how they purchase, where their health is, that's really, really valuable. So I think that people would be buying the customer list and the brand both. I get afraid of being the man, and that's probably going to hurt us in the long run, because again, I don't want to be somebody's employee. So I don't know if I would stay on if we ever sold. So that's going to hurt for sure. I can stay on somewhat, but I do want to be the face of this. And if that means that we never get an exit, I'm fine with that.

Andrej: Yeah, yeah. That's a thing that a lot of founders don't realize, that if they want to exit it at some point, they can't be the face of the brand, or it makes it significantly more difficult and the brand significantly less valuable. If you are the face of the brand, everyone who acquires it then has to make sure that you stay on board and that you stay passionate about it. And they still rely on you and your face.

Adam: Yeah. And I think that's why I'm more excited about something like a partnership, where somebody comes on with a lot more resources than we have and I get to keep doing what I'm doing, and we just blow this thing up together rather than handing it off.

55:56 - Rapid Fire and Where to Find Adam

Andrej: Yeah. Yeah, that makes sense. Now to end this episode, a few rapid fire questions for the operators and ecom founders listening. If a founder is stuck at 100 to 300k a month right now, based on your experience, what's the one lever you would tell them to pull first?

Adam: I'd probably spend more. Yeah, spend more on ads. Link up with Andrej and his team, because they've just done insane numbers for us. And Andrej told me not to push his company in this, but it's true. That was literally kind of the unlock for us. So if you're already doing everything right on the organic side, and you're already doing everything right in your branding, if you know you've got a really good product, then you just need to let people know about it. And that's where paying these companies doing ad spend comes in. Because then you can just get in front of those people. You've got a good product. Just let them know about it.

Andrej: Yeah. And what's one thing you tell them to stop doing?

Adam: That's tough. I never thought about that. One thing I tell them to stop doing. I guess maybe just get out of your own way would be one thing too. Like I said in the beginning, I was so concerned with the way that our ads would look and things like that. I would say there's a lot of people who are much smarter than you and a lot better at their job than you are. So get out of your own way and hire the right people. I should probably take my own advice, as we talked about, with all the media and everything. I'm sure there's people who are much better than me at things. But when it came to stuff like ad buying, hiring a team was an unlock for us.

Andrej: Yeah. What's one thing you believe about scaling that most of the industry or the direct to consumer Internet would disagree with?

Adam: I'm not sure. I don't know. I love scaling. It gets me super excited. I don't know. What are some things that you think people think about it that I might disagree with? I don't know. You know me pretty well now.

Andrej: I mean, one thing that you already realized quite early is that you shouldn't try to appeal to everyone. Because when brands scale a lot, they try to expand the audiences, which on the one side makes sense, but you need to make sure that you don't kill what is working, and also don't make the brand vanilla to try to appeal to everyone.

Adam: 100%. Yeah, I think I misunderstood the question, but yeah, that would be one that's huge. In fact, we sent out an email one time, and I remember I got a response back from somebody who was pissed off about the email, saying this excludes me. I'm not this kind of person that the email's for. And I was, we're doing good. As soon as I knew that we weren't a company for somebody, that meant that we were a company for somebody else. And that's what I wanted to do. So yeah, don't try to be a company for everybody. It's never going to work.

Andrej: What was the email? Do you remember that?

Adam: Yeah, I had told ChatGPT, generate an image of the average Algo customer based on everything that you know about them. And it generated this super jacked, handsome dude, and he had a hot girl on one side, and he was tan, and I think he had money. It was just a really cool representation. And then this older woman wrote in and was basically, this feels exclusionary. This is not me. Then I use your product. I'm sorry, this is who we're for. Thank you for supporting us, but this is really who this is built for.

Andrej: Yeah. Yeah, that's cool.

Adam: Yeah.

Andrej: Where should people find AlgoRX and find you?

Adam: Yeah, so we're at AlgoRX. We do .ai, but .com is there too. And kind of been thinking we need to change that .ai, because we don't really use any AI. We had planned to use AI when we first started, but actually now I'm more excited that we're not using AI on things. There's so many people that are. So yeah, AlgoRX. And then me, I'm @DrHotch everywhere. Wherever you search, it's DrHotch. And then our Algo handle is @algorx on Instagram.

Andrej: Awesome. You do great content. Definitely recommend everyone to follow on Instagram.

Adam: Awesome. Thank you, man. I appreciate it.

Andrej: Yeah. Thank you for hopping on.

Adam: Of course. Thanks for everything you do for us.